In this episode of The Science of Leadership, Tom Collins is joined by Dr. Jay Lemons, President of Academic Search and former president of Susquehanna University, to discuss what organizations truly look for in their leaders. Drawing from a national study and his extensive experience in executive recruitment, Dr. Lemons outlines the most sought-after leadership competencies.

• Timeless Virtues: Dr. Lemons highlights a study of college and university presidents that identified seven core leadership competencies: trust-building, resilience, communication savvy, emotional intelligence, courage, a decisive nature, and resource management. He notes these qualities are timeless and have been key to effective leadership for generations, even before the digital age.

• The Myth of the "Unicorn Leader": The conversation challenges the idea of the perfect leader, or "unicorn," who possesses every desirable trait. Dr. Lemons emphasizes that the best leaders are deeply self-aware of their own limitations and proactively surround themselves with people who have complementary skills and abilities. This collaborative approach, he argues, is where true organizational progress is made, as leadership is fundamentally a "team sport".

• Character as the Bedrock: Dr. Lemons asserts that the most fundamental and "make-or-break" quality for any leader is character or integrity. He states that without it, effective and successful leadership that benefits an institution is not possible. He reinforces that a leader's role is to serve a purpose larger than themselves and their self-interest.

• Practical Wisdom: The episode offers practical advice for aspiring leaders, including being willing to do whatever needs to be done, staying open to new opportunities, embracing loving critics, and understanding that leadership is exercised at every level of an organization.

The episode concludes with the powerful maxim that leadership is a team sport, not a solo act. Dr. Lemons cautions that leaders who take on all burdens by themselves risk cracking under the weight, becoming less effective than they might otherwise be.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

Key References:

Goleman, D. What Makes a Leader? Harvard Business Review.

Zaccaro, S. J., et al. Leadership adaptability: An essential organizational competency.

Center for Creative Leadership. Key Competencies for Effective Leadership.

Boyatzis, R. E. The Competent Manager: A Model for Effective Performance.

In this episode of @TheScienceofLeadership Tom Collins is joined by retired U.S. Air Force General Bob Kehler, former Commander of United States Strategic Command as they discuss the essential role of trust in effective leadership and how leaders can build that among those they lead.

General Kehler shares insightful and entertaining stories from his career, from being a Lieutenant in a Minute Man intercontinental ballistic wing in Montana to being Commander of U.S. Strategic Command. He describes the factors he has identified that leaders must have to build trust and confidence in their leadership. Along the way, the discussion ranges from nuclear deterrence to values in leadership. General Kehler also shares a funny story that ended up with him receiving a custom-made t-shirt for Christmas.

Key References:

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.

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

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

Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.

In this episode of The Science of Leadership, Tom Collins is joined by Isabelle Fortin, founder of Against the Ordinary, to delve into the transformative concept of human-centered leadership. Isabelle shares her unique journey, shaped by her service in the Royal Canadian Air Force, where she observed a stark contrast between military leadership training and the civilian corporate world. She argues that many organizations promote individuals based on technical skills (like sales or surgical expertise) rather than actual leadership capabilities, leading to floundering teams and burnout.

Isabelle recounts a powerful personal story from her early military career where a sergeant, choosing to see Isabelle as a "human" rather than just a "rank," fostered a partnership that motivated Isabelle to "crawl through broken glass" for her. This exemplifies human-centered leadership in action, creating psychological safety and a sense of being valued.

The discussion emphasizes the vital importance of human-centered leadership, highlighting:

• A McKinsey report suggesting that managers and leaders have a bigger impact on people's health than even medical doctors.

• The "dinner table effect," explaining how feeling seen, heard, and valued at work ripples positively into employees' home lives and communities.

• Significant profit increases (up to 86% in productivity for engaged employees).

Tom expands on the neuroscience of this approach, explaining how kindness and support from leaders trigger the release of oxytocin (the "trust hormone"), which reduces stress, builds trust, strengthens relationships, and boosts engagement and performance. Isabelle provocatively suggests that leaders should initially practice kindness for "self-serving reasons" (like improved well-being and profitability), as neuroscience shows this can reshape the brain to make kindness a natural modus operandi.

Isabelle shares practical advice for implementing human-centered leadership:

• Start with psychometric assessments (like the Nova tool) to understand individual cognitive, communication, and behavioral preferences. This understanding allows leaders to adapt their communication and support styles, fostering a "prenuptial agreement" where teams learn to navigate conflicts and connect on a human level.

• Prioritize these four keys: be kind, be curious, prioritize trust, and communicate with care.

To learn more about Isabelle Fortin's work, visit againsttheordinary.org and connect with her on LinkedIn (Isabelle Fortin - look for purple hair).

Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at https://a.co/d/hoLqz1g or https://www.barnesandnoble.com/w/the-four-stars-of-leadership-tom-collins/1147876454 and share your thoughts with me!

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

Key References:

• Collins, T. (2025). The four stars of leadership: Scientifically-derived principles from the experiences of America’s highest-ranking leaders. Four Star Leaders.
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350-383.
• Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace. John Wiley & Sons.
• Kock, N., Mayfield, M., Mayfield, J., Sexton, S., & De La Garza, L. M. (2019). Empathetic leadership: How leader emotional support and understanding influences follower performance. Journal of Leadership & Organizational Studies, 26(2), 217-236.
• Magon, N. & Kalra, S. (2011). The orgasmic history of oxytocin: Love, lust, and labor. Indian Journal of Endocrinology and Metabolism, 15(Suppl3), S156–S161.
• Pekarek, B. T., Hunt, P. J. & Arenkiel, B. R. (2020). Oxytocin and Sensory Network Plasticity. Frontiers in Neuroscience, 14, 30.
• Stocker, D., Jacobshagen, N., Krings, R., Pfister, I. B., & Semmer, N. K. (2014). Appreciative leadership and employee well-being in everyday working life. German Journal of Human Resource Management, 28(1-2), 73-95.
• Takayanagi, Y. & Onaka, T. (2021). Roles of Oxytocin in Stress Responses, Allostasis and Resilience. International Journal of Molecular Sciences, 23(1), 150.
• Voss, C. (2016). Never split the difference. Harper Business.