Professor Sean Hannah, Colonel US Army (Ret) is an experienced senior leader, scholar, and leader development expert. He studies, teaches, and consults on exemplary leadership, leader development, business ethics, strategy and strategic thinking, and the building of high-performing teams and organizations. Prior to his appointment to the Wilson Chair at Wake Forest he served 25 years in the US Army, retiring as a Colonel. He served as the Director of the Center for the Army Profession and Ethic, and the Director of Leadership and Management Programs, both at West Point. He served in command and staff positions in Infantry units in Europe, Cuba, Panama, Southwest Asia, and the United States. In the Pentagon on 9/11, after the attack, he was reassigned to lead the reconstitution of the organization sustaining the highest casualty level, and its multibillion-dollar operation.  Sean is a Fellow in both the Society for Industrial and Organizational Psychology and the Association for Psychological Science. He is the Editor in Chief of the Journal of Leadership and Organizational Studies, sits on the editorial boards of three major journals, and has published over 60 papers on leadership in top journals such as Academy of Management Journal, Academy of Management Review, & Journal of Applied Psychology. He has conducted over 600 executive education and consulting engagements in the US, Europe, and Asia, with clients amongst the world's most successful firms such as Microsoft, Deloitte, DOW, GE, 7-11, IBM, UTC, P&G, Wells Fargo, & Morgan Stanley.Selects Publication by Sean Google ScholarMoral maturation and moral conation: A capacity approach to explaining moral thought and actionMoral potency: Building the capacity for character-based leadershipQuotes From This Episode“Ethics should be a team sport in an organization. It shouldn’t just be some leaders sitting there...you know, the grand leader making the decision. Often these tough ones have so many pieces, and so many elements, and so much complexity that it’s good to get everybody’s perspective in the room.”“Your team is always better than one, and leaders who think that they’re going to step up there and lead on their own are fools... you’re not maximizing the talents, skills, abilities, & knowledge of your team.”“We found that ethical leadership and ethical culture, was a key predictor of moral efficacy and that soldiers had much more confidence to act morally when they had an ethical leader.”“One of the toughest things in leadership research is doing leader development research. Because it’s hard work. It requires having a sample that you can track over an extended period of time; it requires having some sort of a control or comparison group so that you can show the treatment group really did change...and that’s tough work.”Resources Mentioned In This EpisodeHis Excellency: George Washington by EllisAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals with a keen interest in the study, practice, and teaching of leadership. Connect with Scott AllenWebsite