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Resources Archive

Nuclear Energy Leadership: Lessons Learned from US Operators

November 16, 2012

The nuclear industry has quietly evolved over the past 30 years to become one of the safest and most reliable low-cost producers of electricity. 

 Book Overview Video

Comprehensive Study of Nuclear First-Line Supervisor Effectiveness

May 31, 2011

The first-line supervisor (FLS) plays a critical leadership role in driving operational excellence in nuclear power plants. They bear primary responsibility for overseeing the actual work that is necessary for running and maintaining a nuclear power plant safely and profitably. An aging workforce, a projected wave of retirements and a shortage of experienced talent have prompted concern throughout the nuclear industry about the overall depth and quality of the leadership at the FLS level.

Mission Critical Oil & Gas Operational Reliability and Safety: Learning from the Transformation of Commercial Nuclear Power

February 28, 2011

The political, economic and regulatory atmosphere facing the oil and gas industry is similar to that faced by the nuclear industry in the aftermath of the accidents at Three Mile Island and Chernobyl. Despite intense regulatory oversight and public skepticism, nuclear performance improved substantially over the past 30 years. The nuclear industry completely transformed itself so that U.S. nuclear plants are the most productive, reliable and safest they have ever been.

Evaluation of Leadership Teamwork Interventions at DTE Energy—Fermi 2 Nuclear Power Station

January 31, 2010

Commercial nuclear power site leadership teams face daunting challenges to keep their operating units running safely and reliably throughout the entire fuel cycle. Our experience and research on nuclear senior leadership teams tells us that there are steps teams can take to improve the functioning of the team and its ability to lead the station to perform. In partnership with internal organizational development and human resources at DTE Energy, STS conducted a series of team assessments and interventions that included a review of the effectiveness of the work.

Components of Organizational Attachment and the Potential for Ambivalence

December 31, 2009

This study explores ambivalent organizational attachment as an asymmetry between the affective and cognitive components of organizational attachment. Participants responded to a number of affective and cognitive measures as they imagined how a fictitious employee described in the vignette would answer them. Results showed that affective attachment differed across the vignette groups except there were no differences between the ambivalent groups. These findings support the idea that affect may play a larger role in organizational attachment than does cognition.