The Fuqua/Coach K Center on Leadership & Ethics (COLE) brings together about 20 researchers, to explore the new directions in leadership research. The academic conference presents interesting, novel, and generative research on leadership and fosters knowledge exchange among leading scholars. The conference schedule includes five sessions with approximately three papers per session to allow ample time for discussion.
The panel of presenters for the 2009 research conference include:
Deborah Ancoca, is the Seley Distinguished Professor of Management at the MIT Sloan School of Management, and Faculty Director of the MIT Leadership Center. She has served as a consultant on leadership and innovation to premier companies such as BP, Vale, Merrill Lynch, Newscorp, HP, Nike, and AstraZeneca. Her work has been highlighted in the Financial Times, Time Magazine, and World Business.
Deborah's pioneering research into how successful teams operate has highlighted the critical importance of "managing outside the team's boundary as well as inside it.” This research has led directly to the concept of X-Teams as a vehicle for driving innovation within large organizations. Her book, “x-teams: how to build teams that lead, innovate, and succeed” was published by Harvard Business School Press in June, 2007.
Deborah's work has also focused on the concept of “distributed leadership,” and the development of research-based tools, practices, and teaching/coaching models that enable organizations to foster creative leadership at every level. This work was highlighted in a recent article in the Harvard Business Review, “In Praise of the Incomplete Leader,” February, 2007. In addition to X-Teams , Deborah's studies of team performance have also been published in the Administrative Science Quarterly , the Academy of Management Journal , Organization Science , and the Sloan Management Review . Her previous book, Managing for the Future: Organizational Behavior and Processes (South-Western College Publishing, 1999, 2005) centers on the skills and processes needed in today's diverse and changing organization.
Deborah received her BA and MS in psychology from the University of Pennsylvania and her Ph.D. in management from Columbia University.
Jim Detert, is an assistant professor of management at the Johnson Graduate School of Management at Cornell University. He received his Ph.D. in Organizational Behavior from Harvard University. His current research interests involve a) the antecedents and outcomes of improvement-oriented voice to leaders, b) the effects that leaders have on voice, ethical decision making, and other important subordinate behaviors, and c) cognitive moral disengagement as a predictor of unethical behavior. He is currently engaged, among other data collections, in several longitudinal field research projects in the insurance, banking, and food service industries. His work related to leadership, voice, and ethics topics has appeared or is forthcoming in Academy of Management Journal, Journal of Applied Psychology, Organization Science, Research in Organization Behavior, and Harvard Business Review.
Kurt Dirks, is Professor of Organizational Behavior at the Olin Business School at Washington University in St. Louis. He received a Ph.D. from the University of Minnesota. His research examines leadership and teams, particularly as they relate to the issue of trust. His work has been published in outlets such as Academy of Management Review (AMR), the Journal of Applied Psychology (JAP), Organization Science (OS), and Organizational Behavior and Human Decision Processes (OBHDP). He currently serves on the editorial boards of JAP, OS, OBHDP, and JOB and recently was the lead guest editor of an issue of AMR.
Adam Grant, received his Ph.D. in organizational psychology from the University of Michigan and his B.A. from Harvard University. He is currently on the faculty at UNC's Kenan-Flagler Business School, and in July, he will join The Wharton School at the University of Pennsylvania as Associate Professor of Management. His interests focus on work motivation, job design, prosocial and proactive behaviors, and employee well-being, with an emphasis on understanding the motivation to make a difference. His research appears in leading journals, including AMJ, AMR, OBHDP, JAP, OS, and ROB, and has earned awards from the NSF, APA, SIOP, and AAPSS. At UNC, he has won the Tanner Award and Weatherspoon Award for Excellence in Undergraduate Teaching. He serves on six editorial boards, including AMR, AMJ, and JAP.
Allan Lind, is the James L. Vincent Professor of Leadership at Duke University's Fuqua School of Business. His research focuses on leadership and the psychology of fairness and authority. He is widely known for his research on the effects of fair and unfair treatment in organizations and political settings, and he has also conducted studies on conflict resolution, virtual teaming, and the effects of legal and government policies. He has published over 100 book chapters and academic and practitioner journal articles, and one book. Allan is currently working on a number of research studies on leadership and on justice judgments in organizations. He has served in editorial roles for several leading journals and was for a time on an advisory panel of the U.S. National Science Foundation. He has testified before the U.S. Congress on policy issues.
Before joining Duke in 1996, Allan held senior research scientist positions at the RAND Corporation and the American Bar Foundation. He was a faculty member in the Psychology Departments of the University of Illinois at Urbana-Champaign and the University of New Hampshire and a behavioral scientist at the U.S. Federal Judicial Center. Allan has held visiting professor positions at the University of Auckland in New Zealand and Leiden University in the Netherlands. He is a fellow of the Association for Psychological Science.
Robert Lord, is a Distinguished Professor of Psychology at the University of Akron. He received his Ph. D. from Carnegie-Mellon University in 1975. His research focuses on motivation and self-regulation, leadership, and information processing. His publications have appeared in leading I/O journals, and he is an editorial board member of Organizational Behavior and Human Decision Processes, Leadership Quarterly, and the Journal of Applied Social Psychology. He has co-authored the books Leadership and Information Processing: Linking Perceptions and Performance with Karen Maher, and Leadership Processes and Follower Self-Identity with Douglas Brown. He co-edited Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior with Richard Klimoski and Ruth Kanfer. Dr. Lord is a Fellow of the American Psychological Association and the Association for Psychological Sciences.
Joe Magee, is Assistant Professor of Management at the Wagner Graduate School of Public Service at New York University. His research revolves around trying to understand the role of hierarchy in organizations and society. His projects include investigations of how power differences transform the way people think and behave and how people figure out who has power over whom. These projects have revealed a series of reliable changes in the psychology of power-holders that seem to be potentially damaging for relationships, organizations, and society but, under certain conditions, actually can contribute to interpersonal and institutional effectiveness. In collaboration with Frances Milliken, Joe recently completed two empirical studies investigating the role of power in sense-making during the aftermaths of September 11, 2001 and Hurricane Katrina. Joe received his B.A. in Psychology from the University of Michigan and his Ph.D. in Organizational Behavior from the Graduate School of Business, Stanford University.
Ronald Riggio, is the Henry R. Kravis Professor of Leadership and Organizational Psychology and Director of the Kravis Leadership Institute at Claremont McKenna College. Professor Riggio is the author of over 100 books, book chapters, and research articles in the areas of leadership, assessment centers, organizational psychology and social psychology. His most recent books are The Art of Followership and The Practice of Leadership, Jossey-Bass, 2008, 2007), Applications of Nonverbal Behavior (co-edited with Robert S. Feldman; Erlbaum, 2005), and Transformational Leadership (2 nd ed.), coauthored with Bernard M. Bass (Erlbaum, 2006). Professor Riggio is an Associate Editor of The Leadership Quarterly, and is on the Editorial Boards of Leadership, Leadership Review, Group Dynamics, and the Journal of Nonverbal Behavior , and he was the originator of the Shoptalk column at the Los Angeles Times, a Q&A column dealing with workplace problems/issues. He is the current President of the Western Psychological Association.
Laura M. Roberts, Ph.D. is an educator, researcher and organizational consultant. As a professor of organizational behavior, Laura has served on the faculty of the Harvard Business School for six years, and has been a visiting professor at the University of Michigan, the Wharton School, Simmons School of Management, and Georgia State University. She is also a faculty affiliate of the Center for Gender in Organizations at the Simmons School of Management in Boston, and a faculty affiliate of the Center for Positive Organizational Scholarship at the University of Michigan's Ross School of Business in Ann Arbor. Laura has published her work on authenticity, identity, diversity, and strengths in books, top tier research journals and practice-oriented journals such as the Academy of Management Review and Harvard Business Review. She has just completed an edited book, Exploring Positive Identities and Organizations.
Laura is the co-founder and senior partner of R-PAQ Solutions, LLC, an Atlanta-based research and consulting firm that brings strength-based practices to current and aspiring leaders who seek extraordinary performance and personal fulfillment. Laura's work guides people in discovering the “Reflected Best-Self,” crafting careers, developing leaders, and learning about, from, and across dimensions of difference. In addition, Laura consults to individuals and organizations on professional image management, discovering and developing strengths, and cultural competence.
A native of Gary, Indiana, Laura Morgan Roberts earned her BA in Psychology with highest distinction, and graduated Phi Beta Kappa from the University of Virginia. Laura then received her MA and Ph.D. in Organizational Psychology from the University of Michigan.
Ashleigh Shelby Rosette, is an Assistant Professor of Management and Center of Leadership and Ethics scholar at the Fuqua School of Business at Duke University. She is also a Fellow at the Center for the Study of Race, Ethnicity and Gender in the Social Sciences and a member of the Duke Corporate Education Global Learning Resource Network. Professor Rosette studies prototypical and subtypical characteristics of leadership, culture and emotions in negotiations and decision-making, systems of privilege in organizations, and covert interpersonal aggression in work groups. Her research has been published or is forthcoming in several academic journals and books. She received her Bachelor in Business Administration degree and Master in Professional Accounting degree from the University of Texas at Austin. She received her Ph.D. in Management and Organizations from the Kellogg School of Management at Northwestern University.
Catherine Shea, is currently a doctoral student in the Management and Organizations department at Duke University . Her research looks at how self-regulation and its failure affect organizational issues such as leadership, ethics, secrecy, and decision making. With respect to leadership, she is interested in how leaders internalize and experience conflicting role demands. Her research has been presented at the Academy of Management conference.
Sim Sitkin, is Professor of Management and Faculty Director of the Center on Leadership and Ethics at Duke University 's Fuqua School of Business. His current research focuses on leadership and control systems and their influence on how organizations and their members become more or less capable of change and innovation. His research concerns the effect of formal and informal organizational control systems and leadership on risk taking, accountability, trust, learning, change, and innovation. He continues to work as a consultant and executive educator with many large and small corporations, non-profit and government organizations worldwide.
Scott Sonenshein, is an Assistant Professor of Management at the Jones Graduate School of Business at Rice University. Dr. Sonenshein's research focuses on the intersection of sensemaking and change, both strategic and social. He examines the meaning constructions and the types of narratives individuals use when attempting to facilitate effective change. Sonenshein's current work investigates the psychological and sociological mechanisms that allow advocates of climate change to persevere and endure in the face of the severe challenges in becoming “sustainable environmentalists”. Additionally, he is examining how organizational narratives impact the planning and implementation of strategic change. Dr. Sonenshein received his Ph.D. from the Ross School of Business, University of Michigan.
Jason Stansbury, is an Assistant Professor of Business at Calvin College , where he is the Chambery Fellow in Business Ethics. He studies the management of moral uncertainty through discourse ethics and moral imagination, often in the context of organizational ethics programs. His research has been published in Business Ethics Quarterly and the Journal of Business Ethics. He also has an interest in the expression of religious worldviews through ethical behavior. He earned his B.A. from the University of Michigan, worked as a management consultant at Deloitte & Touche, and is ABD in Organization Studies at Vanderbilt.