In this episode of The Science of Leadership, host Tom Collins sits down with MIT's Chris Dunphy to discuss the hidden dynamics of multidisciplinary team success. As systems become more complex, they often exceed the cognitive capacity of any single individual, making effective team cohesion a requirement for survival.

The conversation centers on the Allen Curve, a research-backed phenomenon showing that communication frequency drops exponentially once team members are separated by more than 30 meters. Chris explains how "the distance of a hallway" can be as detrimental to collaboration as being in different countries.

Key topics include:

• The Proximity Paradox: Why physical closeness remains the strongest predictor of relationship building and error catching.
• Social Identity Theory: The transition from individual professional identities (e.g., "I am an engineer") to a collective team identity ("We are the team solving this mission").
• The Role of the "Gatekeeper": Identifying the individuals who bridge the gap between internal technical teams and the external world.
• Defining Success: Why the ultimate measure of a project is the strength of the relationships that remain for the next challenge.

Dunphy argues that for a leader, success isn't just about finishing the task—it's about creating a culture where people feel supported, reducing burnout and enabling the team to "circle the wagons" when things go wrong.

Also, I want to remind listeners about the release of my 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 Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

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

References

Brown, S.-A., Sparapani, R., Osinski, K., Zhang, J., Blessing, J., Cheng, F., Hamid, A., MohamadiPour, M. B., Lal, J. C., Kothari, A. N., Caraballo, P., Noseworthy, P., Johnson, R. H., Hansen, K., Sun, L. Y., Crotty, B., Cheng, Y. C., Echefu, G., Doshi, K., … Investigators, for the C.-O. A. I. I. P. (CAIP) R. T. (2023). Team principles for successful interdisciplinary research teams. American Heart Journal Plus: Cardiology Research and Practice, 32, 100306. https://doi.org/10.1016/j.ahjo.2023.100306

Mitchell, R., & Boyle, B. (2015). Professional diversity, identity salience and team innovation: The moderating role of openmindedness norms. Journal of Organizational Behavior, 36(6), 873–894. https://doi.org/10.1002/job.2009

Patel, M. M., Moseley, T. W., Nia, E. S., Perez, F., Kapoor, M. M., & Whitman, G. J. (2021). Team Science: A Practical Approach to Starting Collaborative Projects. Journal of Breast Imaging, 3(6), 721–726. https://doi.org/10.1093/jbi/wbab034

Simons, M., Goossensen, A., & Nies, H. (2022). Interventions fostering interdisciplinary and inter-organizational collaboration in health and social care; an integrative literature review. Journal of Interprofessional Education & Practice, 28, 100515. https://doi.org/10.1016/j.xjep.2022.100515

In this episode of The Science of Leadership, host Dr. Tom Collins welcomes retired U.S. Coast Guard Captain Darcie Cunningham to explore the critical role of resilience in high-stakes leadership. Drawing from her 24-year military career, Captain Cunningham shares personal stories of professional setbacks and international challenges to illustrate how leaders can not only recover from adversity but adapt to prevent future failures.

The conversation bridges the gap between the science of materials—defining resilience as the ability to return to an original state after stress—and the practical application of leadership, where resilience must be followed by meaningful adaptation. Together, they break down data-driven strategies for fostering resilience, including internal strengths like optimism and external supports like mentorship.

• Redefining Resilience: Moving beyond the "material science" definition to a process-oriented leadership model that integrates both recovery and adaptability.
• The Power of "Being in the Room": Captain Cunningham discusses a pivotal career lesson on building confidence, speaking up even when you might be wrong, and why leaders shouldn't be "potted plants."
• The Coast Guard: Captain Cunningham reflects on being passed over for a promotion and how she leveraged that moment to demonstrate value through extra initiative.
• The Ironman: Dr. Collins shares a harrowing story of life-threatening dehydration during a Texas Ironman and how that moment redefined his own capacity for grit.
• The Scientific Impact: Exploring how resilient leaders create positive psychological climates that buffer teams against burnout and increase follower trust.

Practical Tools for Growth: Data-driven recommendations for cultivating resilience, from improving problem-solving skills to the transformative practice of "listening without seeking to respond."

Also, I want to remind listeners about the release of my 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 Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

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

References

Harland, L., Harrison, W., Jones, J. R., & Reiter-Palmon, R. (2005). Leadership Behaviors and Subordinate Resilience. Journal of Leadership & Organizational Studies, 11(2), 2–14. https://doi.org/10.1177/107179190501100202

Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of Organizational Behavior, 29(2), 219–238. https://doi.org/10.1002/job.507

Luthans, F., Vogelgesang, G. R., & Lester, P. B. (2006). Developing the Psychological Capital of Resiliency. Human Resource Development Review, 5(1), 25–44. https://doi.org/10.1177/1534484305285335

Norman, S., Luthans, B., & Luthans, K. (2005). The Proposed Contagion Effect of Hopeful Leaders on the Resiliency of Employees and Organizations. Journal of Leadership and Organizational Studies, 12(2), 55–64.

In this episode of The Science of Leadership, host Tom Collins and co-host Justin Hamrick dive deep into the imperative concept of team cohesion. Using a unique analogy from chemistry, they distinguish between adhesion—where one leader tries to hold a team together—and true cohesion, where team members are joined through mutual interaction and strong relationships.

The discussion explores why "team chemistry" isn't just a sports cliche but a fundamental survival factor in high-stakes fields like medicine and the military. They break down the three pillars that create a unified team and the three consistent patterns that destroy it.

Key topics include:

• The Drivers of Cohesion: Building a team around shared purpose, shared identity, and shared goals.
• The "Culture Killers": How ambiguity, lack of communication, and low relational investment dissolve team bonds.
• The Science of Identity: Exploring Social Identity Theory and how team performance skyrockets when individuals see the team's success as part of their own identity.
• The Proximity Factor: Why physical presence and in-person rituals are essential for building trust and preventing the "zoom disconnect."

The episode concludes with five practical tools leaders can use to cultivate cohesion, ranging from establishing shared rituals to modeling vulnerability and aligning incentives for collective success.

Also, I want to remind listeners about the release of my 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 Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

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

You can find out more about Colonel Ellis at his website, www.leadingwithhonor.com as well as find his blog at https://www.leadingwithhonor.com/blog/

Key References

Beal, D. J., Cohen, R. R., Burke, M. J., & McLendon, C. L. (2003). Cohesion and Performance in Groups: A Meta-Analytic Clarification of Construct Relations. Journal of Applied Psychology, 88(6), 989–1004. https://doi.org/10.1037/0021-9010.88.6.989

Hobson, N. M., Schroeder, J., Risen, J. L., Xygalatas, D., & Inzlicht, M. (2018). The Psychology of Rituals: An Integrative Review and Process-Based Framework. Personality and Social Psychology Review, 22(3), 260–284. https://doi.org/10.1177/1088868317734944

Kim, T., Sezer, O., Schroeder, J., Risen, J., Gino, F., & Norton, M. I. (2021). Work group rituals enhance the meaning of work. Organizational Behavior and Human Decision Processes, 165, 197–212. https://doi.org/10.1016/j.obhdp.2021.05.005

Li, A., Early, S. F., Mahrer, N. E., Klaristenfeld, J. L., & Gold, J. I. (2014). Group Cohesion and Organizational Commitment: Protective Factors for Nurse Residents’ Job Satisfaction, Compassion Fatigue, Compassion Satisfaction, and Burnout. Journal of Professional Nursing, 30(1), 89–99. https://doi.org/10.1016/j.profnurs.2013.04.004

Mullen, B., & Copper, C. (1994). The Relation Between Group Cohesiveness and Performance: An Integration. Psychological Bulletin, 115(2), 210–227. https://doi.org/10.1037/0033-2909.115.2.210

Onağ, Z., & Tepeci, M. (2014). Team Effectiveness in Sport Teams: The Effects of Team Cohesion, Intra Team Communication and Team Norms on Team Member Satisfaction and Intent to Remain. Procedia - Social and Behavioral Sciences, 150, 420–428. https://doi.org/10.1016/j.sbspro.2014.09.042

In this profound episode of The Science of Leadership, host Tom Collins is joined by Colonel Lee Ellis (Ret. U.S. Air Force, former Vietnam POW, and author of Leading with Honor). Colonel Ellis spent five years, four months, and two weeks enduring the crucible of adversity in the Hanoi Hilton, forging indelible lessons about character, trust, and honor.

Colonel Ellis defines the honor code as telling the truth, keeping commitments, being ethical, and acting responsibly. He explains that courage is the centerpiece of honor—the willingness to suffer pain and punishment to sustain one's values.

The conversation dives into:

• The Temptation to Compromise: Colonel Ellis identifies the areas where leaders are most likely to fall short on honor: politics, money, and avoiding exposure of mistakes.
• The Power of Debriefing: He highlights the fighter pilot culture of intense debriefs (like those of the Thunderbirds) where leaders must "tell it like it is" and critique themselves and others to correct back quickly.
• Trust and Coherence: Tom Collins shares the science showing that honor restores coherence and builds the psychological safety essential for team performance.
• The Secure Leader: Colonel Ellis shares his model of moving from an anchor of insecurity (fear, shame, guilt) to a state of being secure through courage, commitment, and self-belief.

Colonel Ellis shares gripping personal accounts of torture and resilience in captivity, underscoring the lesson that while living with honor may involve suffering, it ultimately leads to healthier, more successful lives.

Also, I want to remind listeners about the release of my 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 Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

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

You can find out more about Colonel Ellis at his website, www.leadingwithhonor.com as well as find his blog at https://www.leadingwithhonor.com/blog/

References

Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002

Ellis, L. (2016). Engage with Honor: Building a Culture of Courageous Accountability. FreedomStar Media.

Ellis, L. (2012). Leading with Honor: Leadership Lessons from the Hanoi Hilton. Greenleaf Book Group.

Jin, S., Romano, A., Vignoles, V. L., Kirchner-Häusler, A., Rodríguez-Bailón, R., Cross, S. E., Yalçın, M. G., Harb, C., Husnu, S., Ishii, K., Karamaouna, P., Kafetsios, K., Kateri, E., Matamoros-Lima, J., Miniesy, R., Na, J., Pagliaro, S., Psaltis, C., Rabie, D., … Uskul, A. K. (2025). Honour, competition and cooperation across 13 societies. Nature Human Behaviour, 1–13. https://doi.org/10.1038/s41562-025-02308-0

In this episode of The Science of Leadership, host Tom Collins is joined by retired U.S. Air Force General Ellen Pawlikowski (Ph.D. in Chemical Engineering, former Commander of Air Force Materiel Command) to dissect the often-misunderstood component of Caring For Your People.

General Pawlikowski explains that true leadership Caring For is not "soft" or "sentimental" but rather a strategic necessity integrated into Courage, Competence, Commitment, and Compassion. She states, "I don't succeed if you don't succeed."

The conversation highlights that a leader's core responsibility is to be the Chief Obstacle Remover. General Pawlikowski shares a powerful example from Air Force Materiel Command, where aging IT infrastructure threatened to leave $60 billion unspent and required her to intervene personally with the Chief of Staff.

Key Takeaways:

• Caring is Preventative Maintenance: Leaders must invest in basic needs, tools, and training, as ignoring small problems (like unit confusion or outdated software) can lead to catastrophic failures.
• Understanding the Whole Person: Compassion means acknowledging that people have lives outside of work (family, elders, personal issues). Failure to allow time for these distractions leads to reduced cognitive energy and increased mistakes.
• Science of Care: Research confirms that when leaders care tangibly and structurally, morale, trust, and productivity all increase.

The General shares practical steps and an essential four-question framework for leaders to ask their teams to identify hidden obstacles and leverage existing expertise.

Also, I want to remind listeners about the release of my 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 Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

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

• Covey, S. M. R. (2006). The speed of trust: The one thing that changes everything. Simon & Schuster.
• Owens, B. P., & Hekman, D. R. (2016). How does leader humility influence team performance? The Leadership Quarterly, 27(5), 787–798.
• Kelloway, E. K., & Barling, J. (2010). Leadership development as an intervention in occupational health psychology. Work & Stress, 24(3), 260–279.
• McGregor, D. (1960). The Human Side of Enterprise. New York: McGraw-Hill.

In this episode of The Science of Leadership, host Tom Collins is joined by retired Lieutenant General Scott Dingle, the 45th Surgeon General of the U.S. Army, to explore the vital concept of the "Ever Learner"—a leader committed to continuous growth and adaptability.

General Dingle defines the Ever Learner as someone with the mindset and practice of continuously seeking knowledge, skills, and experience without stop. Both he and Tom emphasize that leadership is a journey, not a destination. General Dingle shares two powerful stories from his career—starting as a "Butterball" Second Lieutenant to serving as a Three-Star General—that illustrate the continuous need to adapt to chaos, crisis, and unexpected turns.

The hosts emphasize that settling for "good enough" allows adversaries (whether a competitor, a disease, or Ivan Drago) to win because they "aren't taking a day off." Leaders who stop evolving become extinct.

Key Takeaways for Becoming an Ever Learner:

• Adopt a Growth Mindset: Reframe "I don't know it" as "I don't know that yet," seeing challenges as opportunities to improve.
• Seek Feedback: Actively ask peers and those you lead for candid input, and receive it graciously.
• Reflect Regularly: Follow the example of leaders who review their experiences daily to extract lessons and become better tomorrow.
• Practice Humility: Acknowledge what you don't know and surround yourself with mentors and diverse voices to combat narrow perspective.

The scientific data supports this: leaders who model curiosity and learning foster psychological safety, resilience, performance, and organizational creativity throughout their teams.

Also, I want to remind listeners about the release of my 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 Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

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

• Barba Aragón MI, Jiménez Jiménez D, Sanz Valle R. Training and performance: The mediating role of organizational learning. Business Research Quarterly. 2014;17(3):161–173.
• Crans S., Bude V., Beausaert S., Segers M. (2021). Social informal learning and the role of learning climate: toward a better understanding of the social side of learning among consultants. Resour. Dev. Q.32 507–535.
• Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.
• Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
• Gong, Y., Huang, J. C., & Farh, J. L. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52(4), 765–778.
• 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 Press.

While conventional wisdom places the leader at the top, Tom Collins and Justin Hamrick challenge this view to explore Leading Up—the art of influencing those in authority above you, often without holding a formal leadership position. This concept is vital because success often depends on bringing ground-level insight to the ultimate decision-makers.

The hosts discuss why leading up is a moral imperative for the success of any organization, especially since all human organizations inevitably place "wrong people" in some leadership roles. Leading up requires humility and sacrificial service to the larger mission, even when there's a risk of the leader taking credit for your ideas.

Key Takeaways for Leading Up:

• Be a Good Lieutenant: Help your leader do their job as well as possible.

• See Them as an Ally: View your boss as a partner, not an adversary.

• Bring Solutions, Not Just Complaints: Come with proposed solutions or evidence of thoughtful analysis, especially for issues that affect the entire organization, not just your silo.

Key Takeaways for Encouraging Leading Up (If you are the Boss):

• Set Clear Expectations: Explicitly state that you expect and need your team to speak up and lead up.

• Never Respond Negatively: When dissenting information is brought forward, take it graciously, say "thank you," and commit to looking into it. Punishing honesty will quickly ensure you stop receiving information crucial for wise decisions.

Also, I want to remind listeners about the release of my 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 Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

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

References

Bradford, A. R., & Cohen, D. L. (2017). Influence Without Authority, 3rd ed. Wiley.

Ferrazzi, K. (2020). Leading Without Authority: How the New Power of Co-Evaluation Can Break Down Silos, Transform Teams, and Reinvent Collaboration. Crown Currency.

In this episode of The Science of Leadership, host Tom Collins is joined by retired U.S. Marine Corps Sergeant Major Mario Fields, a combat veteran, speaker, and founder of Still Serving, Inc. They explore the core leadership force of empowerment, defining it as setting conditions for success for those you lead.

Sergeant Major Fields emphasizes that empowerment must start with trusting yourself first to acknowledge and mitigate personal biases, and then extending that trust to others. They frame empowerment as trust in action , arguing that true leadership is about creating capability in others, which includes granting the freedom—and opportunity—to fail and learn from mistakes.

The conversation dives into what hinders empowerment:

• Micromanagement: Often stems from a leader's failure to hire, train, or clarify expectations effectively.
• The Problem at the Top: Sergeant Major Fields asserts that poor unit or company performance rarely starts with junior folks; the problems begin with the leadership. Leaders must be amenable to feedback to fix their behaviors.

Key Scientific Takeaways:

• Empowerment multiplies leadership and avoids decision bottlenecks.

• The data supports that empowering behaviors (sharing power, encouraging autonomy) predict higher job satisfaction, creativity, and performance.

• Leaders must understand that 93% of communication is nonverbal and tone , which either validates the stated words or disempowers the team.

Practical Tip: Mario recommends leaders and their teams use the Dr. Holland RIASEC codes to understand personality wiring, ensuring people are put in roles that enhance their natural abilities. The episode closes with the wisdom that successful leaders all figure out how to identify and empower talent.

For more leadership lessons from Sergeant Major (Ret.) Mario P. Fields, check out The Unarmored Talk Podcast or go to https://www.stillservinginc.com/

Also, I want to remind listeners about the release of my 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 Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

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

References

• Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? Journal of Applied Psychology, 90(5), 945–955.
• Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128.
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.

Holland Code (RIASEC)

https://openpsychometrics.org/tests/RIASEC/