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.