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“This program is changing
my leadership and my life.”
-Steve Carter
CEO, The Carter Group
Cohort 2
Ph.D./D.B.A. in
Values-Driven Leadership
for senior executives
Global + Responsible + Strategic + Sustainable + Business
CENTER FOR VALUES-DRIVEN LEADERSHIP | COHORT 4 PROGRAM BOOKLET
A Letter from the Director
“I’ve found my people.”
Applications for
Cohort 4 will be
accepted from April 1,
2016 to Nov. 1, 2016.
Late applications will
be considered until the
Cohort is full.
The program
begins March 30,
2017.
Learn more about Jim
and our other faculty
members on pages 13.
That’s what we hear from most of our doctoral students, as they enter our program. Our
students tell us the focus of our program – on
values-driven leadership for senior executives,
on business strategy and corporate responsibility, on personal transformation and global impact
– aligns deeply with who they are as individuals
and the legacy they want to create through their
careers.
We are delighted you’ve decided to explore our
program, and we hope you have that “I’ve found
my people” feeling too.
Our faculty and staff have created an unparalleled program designed to equip senior
executives to become global thought leaders scholar-practitioners who have a transformative
impact on business and society. Our objective
is to offer a world-class academic program that
produces cutting-edge research and new knowledge, while also providing practical strategies for
immediate application in your workplace.
In this booklet you’ll find profiles of our remarkable students, information on the curriculum
and calendar, and more about the Center for
Values-Driven Leadership.
Does this program feel like a good fit for you?
Please let our team know: send us an email at
[email protected]. We look forward to hearing from
you and together exploring the future.
Sincerely,
Jim Ludema, Ph.D.
Co-Founder and Director,
Center for Values-Driven Leadership
2
Rise Above Business as Usual
As a leader in your field, you know
business is the most powerful
institution on the planet. Leadership
We created Benedictine University’s Ph.D./D.B.A. Program in Values-Driven
Leadership for leaders who rise above “business as usual.” Our program is
the first of its kind, specifically designed for senior executives committed to
using the creativity and discipline of business to:
decisions made in the workplace
• Create short-term and long-term stakeholder value
shape the lives of individuals,
• Enrich people’s lives and help others thrive
economies, and the world more than
• Produce products and services that benefit society
any other single institution. Increasingly, values-driven leaders are
seeking new ways to leverage social,
ethical, and environmental performance in order to drive innovation
and profitable growth.
• Contribute to the health, sustainability, and flourishing of the
planet
The program offers a unique combination of research, theory,
practice and action-based learning to equip students with the
knowledge and skills needed to lead strategically at the intersection of
business and society
“I’ve never been as fulfilled
in my career as I am right now now - and the program is
is a big part of that.”
John Heiser, Ph.D. (Aurora, IL)
President & Chief Operating Officer, Magnetrol International
3
Think Deeper, Lead Stronger
The Ph.D./D.B.A. Program in Values-Driven Leadership is a rigorous,
fully-accredited doctoral program for senior executives that connects
students to globally influential leaders and a broad range of opportunities
for research and practice in the areas of global leadership, strategic change,
and corporate sustainability.
Distinctive features include:
Three Areas of Study
Global Leadership
Strategic Change
World-Class Faculty: Benedictine University’s award-winning
faculty teach side-by-side with distinguished visiting scholars and executives from leading universities and companies, exposing students to the
latest theories and bold ideas with marketplace impact.
Cutting-Edge Research: Benedictine faculty and a global network of
scholars work with students on research initiatives that explore the exemplary practices of sustainable, responsible companies and leaders.
Action-Based Learning: To integrate theory and practice,
students design and implement local and global application projects that
have a direct and immediate impact on their organizations and communities.
Global Exchange: Students and faculty travel internationally to engage
in dynamic learning exchanges with top scholars and executives from
other countries and cultures, such as China, Dubai, France, Ghana, India,
Ireland, Saudi Arabia, Scandinavia, South Africa, Spain, and the U.K.
Corporate Sustainability
Who is the target
audience for this
program?
Our primary target audience is senior business leaders with track records
of success and a desire to lead profitable, sustainable, high-integrity companies with excellence. This includes CEOs, chief officers and their direct
reports, presidents and vice presidents, and heads of business groups.
High-potential leaders at the director and manager levels (or equivalent)
may also apply.
Our goal is to create a diverse cohort of highly qualified students. We
consider quality and quantity of relevant work experience, emphasizing
positions of major responsibility. Each application is considered on a caseby-case basis.
Find more frequently
asked questions on page 24.
4
“My thinking is constantly
being stretched by the
backgrounds of my cohort
members and the caliber
of the faculty and visiting
scholars. This program is
rigorous – it takes a real
commitment – but what we
are learning in the field of
leadership stretches across
all the work I do.”
Barbara Steel (Tampa, FL)
Manager, Advisory Services
Deloitte + Doctoral Student
Designed for You
This innovative, cohort-based program is
designed to be completed in three years and is
tailored to meet the exacting standards and demanding schedules of senior leaders who work
full-time.
To accommodate those who commute from
around the globe, classes are held once a month
on weekends and during an annual 8-day intensive. Benedictine University is a 30-minute drive
from Chicago’s O’Hare and Midway airports.
The program in Values-Driven Leadership is one
of the world’s premier executive doctoral programs. It was launched in 2011 with a full cohort
of senior executives who graduated in May 2014.
Cohorts 2 and 3 are currently working on their
coursework and dissertations.
For Cohort 4, which begins in late March 2017,
we anticipate receiving over 1000 inquiries,
resulting in 75-100 applications, and
accepting 25-30 students.
Will this program fit me, as an executive?
In this short video, Kathy Hopinkah Hannan, Ph.D., KPMG’s National Managing Partner for Diversity & Responsibility, shares how
this program fits her as a senior leader. Find
more 2-minute videos about the program at
www.cvdl.org/videos.
5
“Professional life doesn’t
usually allow for this
sort of introspection.
I am learning about myself.”
Learning that Shifts Your Perspective
Al Zucco
USG Senior
Director, Energy &
Sustainability
+ Doctoral Student
(Naperville, IL)
Question: What’s your professional background?
Answer: I’ve worked at USG for 27 years in a
variety of roles. I started as a manufacturing
engineer in a plant, moved into management and
now work in corporate. My team is responsible
for energy – buying and efficiency, sustainability
strategy and implementation, product safety and
health and environmental.
Question: What surprises you about the program, now that you’re a student?
Answer: It’s more introspective than I anticipated. My professional life doesn’t usually allow for
that sort of introspection. I learned more about
myself, and more about how groups can do well,
and how they can falter, how I can get them back
on track.
Question: What does the program require from
you, in terms of time?
Answer: I need about 20 hours a week for the
course reading and papers. I do much of it on
Saturday and Sunday, plus commute times on
the train. Some weeks that just doesn’t work,
especially when I’m traveling for work, and I
have to make it up in the next week. Making the
schedule work is a challenge, but it’s achievable.
Question: What makes this program special?
Answer: The caliber of the program’s faculty.
They understand what it takes to go through a
program like this, and they understand what it’s
like to be in the business world. They’re very
supportive and make it easy to be successful in
the program.
Also, the visiting scholar model – these are the
leaders in the field. It’s an incredible feature of
the program. To have them share their perspectives, to engage you in conversation, is one of
the most exciting pieces. They know their field
inside and out.
Question: Is the program having any impact on
the way you work?
Answer: Yes. I have the background and experience I need for my job; where I can use the most
growth is in leadership, expanding my ability
to work with people and help the organization
flourish. And that’s something I can give back, to
my colleagues and in the future, when I hope to
teach.
6
Curriculum Overview & Sample Calendar
The Ph.D./D.B.A. curriculum integrates psychological, sociological, organizational
and economic perspectives on responsible leadership in today’s global context.
Classroom interaction draws from student experience, action-learning initiatives,
the latest research, and spirited dialogue with faculty and Distinguished Visiting
Scholars and executives.
The following offers an overview of the curriculum by year, along with the dates on
which these courses were held for the previous cohort.
Year 1 (dates are from the 2015-2016 academic year)
Courses in the doctoral program challenge
our executive students to expand their
capacity to lead in the fields of global
leadership, organizational change, and
Emphasis in the first year is placed on leadership theory, leading self, leading
teams, moral and ethical foundations of leadership, organizational theory and
behavior, and leading change and developing organizations. Students are also
introduced to their first research methods course for an understanding of the
unique requirements of applied and scholar-practitioner approaches to research
and writing.
April 10-12
Meet the faculty and fellow cohort members, become acquainted with
the university’s library and technology, and hear from an exceptional
speaker.
corporate sustainability.
Personally
Grow as a values-driven leader
Interpersonally
Develop great people and teams
Organizationally
Build flourishing companies
Globally
Transform business and society
Orientation Weekend & Leadership Lecture Series
April 24-26,
May 15-17
Credits: 4
Leadership Theory, Research & Practice
This course focuses on understanding the major streams of thought
in leadership theory, research and practice. Emphasis is placed on
comparing and contrasting historical trends such as trait, behavioral,
contingency, and charismatic theories of leadership and also exploring
contemporary approaches such as transformational leadership, servant
leadership, authentic leadership, positive leadership, and shared leadership. Personal assessment instruments and practical application projects
allow students to develop and apply their personal leadership theory.
Continued on next page.
7
June 19-22
Part of the
8-day
intensive
Credits: 4
June 23-26
Part of the
8-day
intensive
Credits: 4
July 24-26
Aug. 21-23
Credits: 4
Leading Self 1: Your Career Leadership Legacy
This course has three primary objectives: (1) build strong working
relationships among cohort members, (2) reinforce the initial introduction to leadership theory and research, and (3) allow each cohort
member to strengthen their leadership vision and capacity by identifying
and leveraging their unique strengths as a leader. Students complete a
series of assessments and personal development activities to help clarify
their leadership point-of-view, strengthen their leadership capacity, and
engage in activities to create cohesion in the cohort group.
Research Methods 1: Scholar-Practitioner Strategies
This is the first of three research methods courses including (1) scholar-practitioner strategies, (2) qualitative research methods, and (3)
quantitative research methods. This course is designed to help students
develop an initial familiarity with statistics and quantitative, qualitative,
and mixed-methods approaches to research. Attention is also given to
understanding the unique requirements of applied and scholar-practitioner approaches to research and writing. The remaining research
courses are held in year two.
Leading Teams
Although most of us have been on various kinds of teams throughout
our lives, we seldom take time to systematically observe and analyze
how teams function and consider how they could be shaped and structured to function better. Yet observation and analysis are the first steps
in understanding teams, shaping their dynamics, and ultimately improving their performance. In this course, students have the opportunity to
analyze their own team processes, while learning from and applying the
best of the team process and development literature.
Moral & Ethical Foundations of Leadership
Sept. 18-20
Oct. 30-Nov. 1 This course explores social, moral, and ethical philosophy as it relates to
Credits: 4
Nov. 20-22
Apr. 1-3
(2016)
Credits: 4
leadership in the corporate arena. Specific attention is paid to comparing and contrasting theories on the purpose of business, human nature
and relationships, ethical decision making, and the meaning of sustainability and relational accountability on an organizational, societal, and
global level. Students relate these theoretical perspectives to their own
purpose, values, and commitments as leaders, their approach to leading
and enriching the lives of others, and the role they play in shaping the
vision, mission, priorities, and strategies of their organizations.
Leadership Lecture Series Seminar
Through the lecture series, we invite the world’s top scholars to Benedictine University to present to the broader business community and interact personally with our Ph.D./D.B.A. students on leading-edge topics
around global leadership, strategic change, and corporate sustainability.
There are two lecture series seminars in year one, typically one in the
fall and one in the spring for 2 credit hours each.
Continued on next page.
8
Dec. 11-13
Jan. 15-17
(2016)
Credits: 4
Feb. 12-14
Mar. 4-6
Credits: 4
Organizational Theory & Behavior
This course focuses on identifying theory and research that frames the
current study of organizations from the macro and micro perspectives.
The first weekend examines competing schools of organizational theory
that facilitate our attempts to understand organizations and key issues/
topics. The second weekend focuses on micro issues of organizational behavior, including topics such as human needs and motivation, emotions,
conflict, work stress, trust, and cross-cultural issues; as well as more recent
positive deviance topics that capitalize on human strengths and capacities
(peak performance; thriving and human flourishing; resilience; positive
identity, meaning, emotions, and relationships; creativity; compassion).
Leading Change & Developing Organizations
This course examines the theories and research regarding organizational culture, design, and change. Attention is devoted to understanding
the structural and cultural leverage points that allow leaders to create
sustainable value and build highly-ethical, highly-reliable, high-performing organizations. Attention is also paid to the processes and dynamics
of leading successful large-scale organizational change from a senior
executive position. Case studies, simulations, and application projects
are used to translate theory into practice.
Year 2 Curriculum (dates are from the 2016-2017 academic year)
The second year focuses on the origins, evolution, and leading thinking around leadership development, socially responsible business, corporate sustainability, social entrepreneurship, and the strategic and market challenges of leading in today’s global context.
It also includes seminars on quantitative and qualitative research methods to prepare
students for the completion of their dissertations.
Apr. 22-24
May 20-22
Credits: 4
Leadership & Corporate Social Responsibility
This course provides an overview of the origins, evolution, and leading
thinking around the theory and practice of socially responsible business
and social entrepreneurship. Students explore current trends, leading
literature, theory, and case studies while participating in experiential
exercises and interactive projects in order to gain practical insights
into how society’s increasing expectations are driving innovation and
impacting the firm’s social license to operate. The goal of this course is
for students to better understand how business relates to society and
the ways in which corporate social responsibility can be integrated into
all facets of organizational life to drive the creation of shared value.
Continued on next page.
When are classes held?
The dates in the table on the left
show how the course weekend
calendar occurred for our most
recent cohort. The Cohort 4 schedule will be announced soon; email
[email protected] to request the latest
schedule.
With the exception of the annual
June 8-day intensive, classes are
held on weekends:
• Friday, 6:30 pm to 9:30 pm
• Saturday, 9 am to 4 pm
• Sunday, 9 am to 4 pm
During the Leadership Lecture
Series weekends, classes sometimes
begin earlier on Fridays, and end
earlier on Sundays.
9
June 17-20
Leading Corporate Sustainability
Credits: 4
This course focuses specifically on turning sustainable business practices into a competitive advantage. It is designed to cover a range of issues
on the topic of sustainability that are central to leaders in today’s economy, including how to maximize business and environmental objectives
while managing complex stakeholder relationships and how to gain
competitive advantage through environmentally sustainable practices
such as strategic alignment, product and process innovation, and sustainable supply chain management. It also explores best practices across
industries in the area of environmentally sustainable business and the
leadership skills to enable action.
June 21-24
Leading & Developing Others
Part of 8-day
intensive
Part of 8-day
intensive
Credits: 4
July 15-17
Aug. 12-14
Credits: 4
Sept. 9-11
Oct. 7-9
Credits: 4
This course provides an in-depth exploration of the theory and practice
of leadership development. It focuses on three primary areas: (1) human development theory, particularly from the perspective of the new
and emerging field of positive psychology and strength-based leadership, (2) leadership capacity building, and (3) the dynamics of executive
coaching. Students put theory into practice via application projects both
in class and in their organizations.
Leading in the Global Economy
This course explores the application of economic, legal, and political
theory to the task of leadership in today’s global context. Included are
discussions of historical and current economic and political trends and
their relationship to corporate sustainability, corporate strategy, and
leadership decision-making. Specific emphasis is placed on the future
of global business, approaches to successful economic development
of organizations, risk assessment and management, issues relating to
governmental regulations, and leading in cross-cultural settings. Case
studies of successful and unsuccessful global leadership are analyzed.
Strategic Leadership
This course focuses on the role of senior leadership in developing and
executing corporate strategy. It examines historical and contemporary
approaches and the underlying theories that support them. It addresses governance, market, organizational, and process issues that affect
successful strategy formation and implementation. Particular emphasis
is placed on the unique challenges and opportunities of developing
corporate strategy for sustainable value creation.
Nov. 11-13
Leadership Lecture Series Seminar
Mar. 31-Apr. 2 Building on year one, the lecture series seminars continue by bringing
in the world’s top scholars to interact personally with our Ph.D./D.B.A.
(2017)
Credits: 4
students on leading-edge topics around global leadership, strategic
change, and corporate sustainability. There are two lecture series
seminars in year two, typically one in the fall and one in the spring for 2
credit hours each.
Continued on next page.
10
Dec. 9-11
Jan. 13-15
(2017)
Credits: 4
Feb. 3-5
Mar. 3-5
Credits: 4
Research Methods III: Advanced Qualitative Methods
A companion to Scholar-Practitioner Strategies and Quantitative
Research Methods, this course is designed to develop proficiency in collecting, analyzing and reporting qualitative data, using a variety of qualitative tools. It includes phenomenology, ethnography, narrative, case
studies, grounded theory and generative theory. Attention is given to
their history, traditions, conceptual bases and applications. In addition,
students conduct a mini-qualitative research project from start to finish,
equipping them with the tools they need to use qualitative methods in
their dissertation research.
Research Methods II: Advanced Quantitative Methods
A companion to Scholar-Practitioner Strategies and Qualitative Research
Methods, this course is designed to help students develop proficiency
in quantitative analysis for interpreting social and organizational data.
It includes experimental, quasi-experimental, and several multivariate
designs as well as analysis of quantitative studies and an examination
of the ethics involved in research. Appropriate statistical techniques are
discussed, critiqued and applied.
Year 3 (dates are from the 2017-2018 academic year)
The third year is dedicated to the completion of the dissertation and earning the
final 32 credit hours.
Over the course of the program, students are also required to participate in a
global exchange/international trip and this must be completed before the end of
the third year.
TBD
Credits: 8
Ongoing
Credits: 24
Global Exchange/International Trip
Students are required to participate in a global exchange in which
they travel internationally with faculty and fellow students to engage
in dynamic learning activities with top scholars and executives from
other countries and cultures. This global exchange can be done anytime
during the program (year 1, 2, or 3), but credit is given in the third year.
Dissertation
Students in the Ph.D. track earn their degree by completing a scholarly
dissertation based on original research, while students in the D.B.A.
track earn their degree by completing an applied dissertation based
on the implementation and analysis of an application project. While
the program is a three-year initiative, the dissertation is designed to
be integrated throughout all years of study. Students are encouraged
to begin reviewing dissertation possibilities upon acceptance into the
program and to continue to explore and develop dissertation topics
throughout their coursework. Students are encouraged to select topics
consistent with the major research themes within the program. In addition, throughout the program students are expected to contribute to
the field and gain feedback on their work by presenting at conferences
and publishing in journals.
“The doctoral program in values-driven leadership offers a
substantial degree of scholarship
with an emphasis on the use of
critical thinking to unpack relevant
theoretical constructs. There is
an emphasis on empirically based
research and literature, but with
a view of being able to apply and
operationalize theoretical ideas
within the context of your current
organization and position.”
–Steve Carter, President, The
Carter Group, Inc. Chicago, IL.,
Cohort 2
11
A State-of-the-Art Home:
Benedictine’s New Goodwin Hall of Business
Our new Goodwin Hall of Business opened in
October 2015, with the top floor dedicated to
the College of Business’s doctoral programs. The
spacious new facility includes a 600-seat auditorium, 200-seat ballroom, an outdoor terrace
area, and many comfortable meeting areas and
conference rooms.
Classes and Leadership Lecture Series events for
the doctoral program in values-driven leadership
are held in this building.
“Benedictine’s College of Business has earned
a reputation for having some of the field’s most
innovative programs and forward-thinking faculty and students. Now we have a space to match.
The new Goodwin Hall of Business is designed
to foster creativity and collaboration,” says the
director of the Center for Values-Driven Leadership, Dr. Jim Ludema.
Above: Starbucks coffee shop, 2nd floor; executive flex classroom,
4th floor. Right: Outside view of the building; doctoral student
lounge (4th floor).
“The building is designed to
foster creativity & collaboration.”
12
Faculty
James D. Ludema, Ph.D.
CVDL Co-founder and Director; Professor, Global Leadership
[email protected], (630) 829-6229
Dr. James D. Ludema is the Co-founder and Director of the Center for Values-Driven Leadership
and a Professor of Global Leadership at Benedictine University. He is Past Chair of the Academy
of Management’s Organization Development
and Change Division and is the author of two
books and dozens of articles on leadership,
strategy and organizational change. His book The
Appreciative Inquiry Summit: A Practitioner’s
Guide for Leading Large-Scale Change is widely
considered a classic in the field.
Dr. Ludema has lived and worked in Asia, Africa,
Europe, Latin America and North America and
has served as a consultant to a variety of organi-
zations including GlaxoSmithKline, Merck, BP,
McDonald’s, John Deere, USG, U.S. Cellular, the
U.S. Navy, World Vision, and many local and international NGOs. Dr. Ludema received his Ph.D.
in Organizational Behavior from Case Western
Reserve University.
Research interests: Values-driven leadership at
the individual, organizational, and societal levels;
Appreciative Inquiry and positive organizational
scholarship; the link between culture and profit
in small and mid-size businesses; strategic organizational change.
“Business exists to serve society and can do it better and faster than anyone else when guided by values-driven leaders. Now more than ever,
understanding the business case for values-driven leadership, how it works at its best, and how to develop it at every level of our
organizations is an urgent and exciting global imperative.” - Jim Ludema
Michael R. Manning, Ph.D.
Director of Research; Professor of Leadership, Strategy & Change, and Core Faculty
[email protected], (630) 829-6051
Dr. Michael Manning joined the faculty in 2013 as Professor of Leadership, Strategy & Change.
He has held faculty appointments at New Mexico State University, Case Western Reserve University, Fielding Graduate University, and SUNY-Binghamton. Dr. Manning currently serves as
an associate editor of the Journal of Applied Behavioral Science and is active in the Academy of Management, where he is a
former Chair of the Organization Development and Change Division.
Dr. Manning has dedicated his professional career to educating and developing executives, designing effective organizations,
and creating applied action research processes and intervention techniques. He teaches and consults throughout the U.S. and
internationally in Mexico, Europe and the Baltic States, the Middle East, and the Far East.
Research interests: Multiple topics related to the management of change (whole systems change using large group interventions, the role of affect and emotion in change, identifying change moments); leading and collective action; occupational
stress and well-being.
13
Marie E. Di Virgilio, Ph.D.
Core Faculty, Organizational Change &
Corporate Responsibility
[email protected],
(630) 829-2178
Dr. Marie Di Virgilio joined the Center
in 2008 as Administrative Director;
she brings over 30 years of business experience, much of it
with Allstate Insurance Company, holding key leadership
positions in sales, human resources, accounting, corporate
education, and information technology. She earned a Ph.D.
from Benedictine University in 2005.
Dr. Di Virgilio is a core faculty member of the Center and has
held faculty appointments with Dominican University, the
Lake Forest Graduate School of Management, the International School of Management and the U.S. State Department
Middle East Partnership Initiative. She teaches internationally
in Poland, the Czech Republic, and France. Dr. Di Virgilio uses
her
scholar-practitioner skills to help organizations improve their
effectiveness.
Research interests: Developing values-driven leaders; employee engagement; change leadership; work group transformation; social enterprise and responsibility.
Jim (Gus) Gustafson,
Ph.D.
Leadership Scholar-In-Residence;
Core Faculty,
Leadership Development
[email protected], (630) 829-6225
Dr. James (Gus) Gustafson is a
Leadership Development expert and former Chair of the
Business Leadership Division of the International Leadership Association. He has served as the Editor-in-Chief of the
Organization Development Journal, and is the 2010 recipient of the prestigious Global Strategic Leader Award given
by the World HRD Congress. Prior to coming to Benedictine, he was Director of Strategic Leadership Research and
Development and Organizational Transformation at U.S.
Cellular, where he received awards for his pioneering work
in leadership development and organizational change.
Dr. Gustafson has over 20 years of successful organizational
development, sales, marketing, operations, leadership development, channel management and general management
experience in public, private and non-profit organizations.
Research interests: Servant-leadership; leadership of self;
legacy creation; corporate social responsibility.
Open House Events for Cohort 4
The Center for Values-Driven Leadership hosts Open Houses
as an opportunity for prospective students to interact with
faculty, staff, and current students. There are two types of
open house events:
Remaining 2016 Open House Dates
• September 9, 2016; 4-6 pm Central Time Zone (on-campus)
• September 15, 2016; 1-2 pm Central Time Zone (online)
• October 13, 2016; 1-2 pm Central Time Zone (online)
• November 11, 2016; 10 am to 12 pm, Central Time Zone
(on-campus)
Online Open House: These one-hour events are held
several times a year, and are facilitated through online
conferencing software so you can participate without interrupting your busy schedule.
On-Campus Open House: This two-hour event is held less
frequently, but gives participants an in-person perspective
on the program.
Open house dates are on the left. Register at www.cvdl.org/
openhouse.
14
Our Staff:
At Your Service
Our Center’s faculty and staff will be happy
to answer your questions and tell you more
about the program.
Our staff members include:
Kendra
Adeszko
Associate Director
[email protected],
(630) 829-6225
Kendra Adeszko joined the Center in 2015 as
the Associate Director. She manages the program’s day-to-day operations and is often the
first point of contact with the Center. Prior to
joining Benedictine University, she worked as
the Manager for Priorities & Sales at StartSampling, Inc. She attended both the University
of Illinois and the University of Wisconsin.
Amber Johnson
Executive Recruiter
& Chief Communications Officer; Senior
Research Associate
[email protected],
(312) 316-0680
Amber Johnson oversees doctoral program
recruitment and other publicfacing initiatives of the Center, including our
website, social media, and events. Previously,
Amber held leadership positions with World
Vision, a humanitarian organization, and was
a Peace Corps volunteer. She has an M.A.
from Ball State University and a B.A. from
Malone University in Ohio.
In the Words of
Our Students
Shelly Major, Ph.D.
Chief Nursing
Officer, The Methodist
Hospital
(Mokena, IL)
“The doctoral program
has provided me an
opportunity to listen,
learn and participate
with other leaders and
cutting-edge scholars
to better understand
the important leadership knowledge
highway that bridges
the worlds of academia
and practice.”
Tina Huesing, Ph.D.
Chief Consultant,
Wrymwood Consulting
(Munich, Germany)
“This program provides the structure and
the support that gives
me the confidence
that I will get through
it and complete it.
The assignments are
challenging and completing them boosts
my confidence that I
can also complete a
dissertation.”
Wally Baehrend,
Ph.D.
Senior Manager, Nokia
(Naperville, IL)
“There is so much fun
in the dialogue that
class time seems to fly
by and I hate to see it
end.”
Tom Tomaiko
U.S. Navy (ret.); Senior
Manager, Department
of Homeland Security
(Oak Hill, VA)
The first thing that
stands out is the
sheer authenticity and
strength of character I
have observed in the
majority of my classmates. The second
thing that stands out
is the amount of trust
[we] have built in the
short time we have
been together. The
program fosters a
positive environment
conducive to learning
and openness and
honesty.”
Carla Worthey, Ph.D.
AVP, Strategic
Analytics, HCA
(Nashville, TN)
“The program combines the best of all
learning methods with
a flexible, but rigorous
format that allows
working professionals
to pursue aspirations
for doctoral studies.
There are no programs that offer ... the
invaluable opportunity to build strong
relationships with
fellow-students and
learn in a classroom
environment while still
allowing flexibility for
the working executive.”
Kasey Short, Ph.D.
Director, Global Menu
Strategy, McDonald’s
Corporation (Oak
Brook, IL)
“What we learn has
expanded my capacity to lead within my
organization and the
broader society. It’s
showing me how to
grow my impact.”
Find more videos and photos of our students online at www.cvdl.org/PhDvideos.
15
Distinguished Visiting Scholars
Distinguished visiting scholars from leading institutions around the globe present side-by-side
with the program’s core faculty. This exposes students to the latest
research and theories in global leadership, strategic change, and corporate sustainability from
the people who write them. Past & present visiting scholars include:
Dr. Bruce Avolio
University of Washington
Dr. Chris Laszlo
Case Western Reserve University
Dr. Robert Audi
University of Notre Dame
Dr. Richard Boyatzis
Case Western Reserve University
Dr. Rodney Ludema
Georgetown University; Chief
Economist, US State Department; former
Senior Economist, President’s Council of
Economic Advisors
Dr. Kim Cameron
University of Michigan
Dr. Cynthia McCauley
Center for Creative Leadership
Dr. Anjan Chakravartty
University of Notre Dame
Dr. Carlos Mora
University of Michigan
Dr. Yochi Cohen-Charash
Graduate Center of CUNY
Dr. Peter Northouse
Western Michigan University
Dr. John Ehrenfeld
Int’l Society for Industrial Ecology
Dr. Marc Orlitzky
The University of South Australia
Dr. Ron Fry
Case Western Reserve University
Dr. Joyce Osland
San Jose State University
Dr. Mary Gentile
Babson College
Dr. Bill Pasmore
Columbia University
component of the
Dr. Leigh Hafrey
MIT Sloan School of Management
Dr. Ron Riggio
Claremont McKenna College
spected leaders in the
Dr. Stuart L. Hart
Cornell University
Dr. Abraham “Rami” Shani
California Polytechnic State University
many of the renowned
Dr. Mary Jo Hatch
University of Virginia
Dr. Raj Sisodia
Babson College
are clearly learning
Dr. Bob Johansen
Institute for the Future
Dr. Inger Stensaker
NHH Norwegian School of Economics
Dr. Mikko Ketokivi
Instituto de Empresa Business School
Dr. Diane Swanson
Kansas State University
Find the full list of distinguished visiting scholars, along with a list of visiting
executives, on our website at www.cvdl.org/doctorate.
“The concept of using
visiting scholars to
teach many of our
courses is a valued
CVDL program. As refield and authors of
leadership texts, we
from the very best.”
Al Zucco
Sr. Director, Energy
& Sustainability |
USG Corporation +
Doctoral Student
16
Distinguished Visiting Executives
Core faculty members invite senior executives from some of the world’s leading organizations into the classroom. This gives
students the opportunity to debate ideas in the laboratory of entrepreneurial experience and to hear how cutting-edge theories are applied in complex, global companies. Previous visiting executives include:
Dr. Mona Amodeo, Founder and
President, idgroup
Mr. Chuck Bartels, retired Director for Global
Social Responsibility and Knowledge Sharing,
ManpowerGroup
Professor Harry Kraemer, Clinical Professor of
Management and Strategy at Northwestern University’s Kellogg School of Management
Ms. Erin Meezan, Vice President
Sustainability, Interface, Inc.
Ms. Maureen Beal, CEO, National
Van Lines
Mr. Bill Pollard, former President and
CEO, ServiceMaster
Mr. Mike Birck, Founder and
Chairman, Tellabs
Mr. David Small, Vice President,
McDonald’s Global Leadership Institute
Ms. Julie Brautigam, former Director of Ethics,
Compliance and Sustainability,
Baxter International
Mr. Paul Spiegelman, Founder, BerylHealth and
Chief Culture Officer, Stericycle
Ms. Jacqueline Cambata, President,
StarPort Aviation
Mr. Tom Walter, CEO and Chief Culture Officer,
Tasty Catering
Mr. Lyell Clarke, President and CEO, Clarke
Mr. Dan Webster, author and founder of Authentic Leadership, Inc.
Dr. Tom Griffin, adjunct faculty, The
Chicago School of Professional Psychology
Mr. David Ziegler, former Chairman of the Board
of Directors, Ace Hardware Corp.
Mr. Jim Kouzes, best-selling author, Dean’s Executive Professor of Leadership, Leavey School of
Business, Santa Clara University
Find the full list of distinguished visiting executives on our
website at www.cvdl.org/doctorate.
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Our Students & Graduates
Cohort 3
Deirdre Barrett
Nicholas Gadri
Visiting Marketing Faculty, Robinson College of Business, Georgia
State University
Director of Public Affairs,
The Survey Department (Ghana)
Chapel Hill, North Carolina
Atlanta, Georgia
Dan Blood
Dilyss Gallyot
Program Manager,
Liberty Mutual Insurance
Professor of Nursing,
College of DuPage
Aurora, Illinois
Elmhurst, Illinois
Allison Dake
Trevor Heller
Executive Director, Grassroots
Global Development
Foundation
Distribution Senior Manager,
Glanbia Performance Nutrition
Denver, Colorado
Lisle, Illinois
Brad Davis
Marcia Kent
Senior Analyst, Engility
Corporation
Founder & CEO, Silver Lining
Consulting
Freeburg, Illinois
Lafayette, California
Patrick Farran
Enrique Lopez
Consulting Services Director, SAS
Institute
President & Founder,
Humanum®
Goshen, Indiana
Monterrey, Mexico
Find bios on these students, and members and graduates of our other
cohorts, at www.cvdl.org/doctorate.
18
Melissa Norcross
Nancy Sayer
VP, Finance and Strategy,
Ontario Systems
Director, Samaritan Center
for Congregations
Carmel, Indiana
Naperville, Illinois
Teresa Oliszewicz
Barbara Steel
Director, Organizational
Development
Manager,
Deloitte Consulting
Univ. of Illinois Hospital & Health
Sciences System
Ft. Lauderdale, Florida
Chicago, IL
Stephanie Quirk
Tom Tomaiko
Coordinator of Student Life, College of DuPage
U.S. Navy (ret.); Senior
Manager, Department of Homeland
Security
Aurora, Illinois
Oak Hill, Virginia
Lisa Ruiz
Albert R. Zucco
Senior Director, Regulatory
Affairs Latin America,
AbbVie Inc.
Sr. Director, Energy & Sustainability, USG Corporation
Chicago, Illinois
McHenry, Illinois
When you say ‘valuesdriven leadership,’ what
do you mean?
Can doctoral students participate
in the Center for Values-Driven
Leadership’s research initiatives?
Values-driven leaders are people who lead with integrity and benefit business and society
by building profitable, sustainable, and responsible organizations in today’s global
economy. They exist for a purpose beyond financial gain and personal ambition. They
invest in others to build flourishing relationships and teams, and take a long-term view
on success. Values-driven leaders are known for their strong character, competence, and
contribution to society through business.
Yes. Students are encouraged to work on research projects with Benedictine faculty
and other scholars associated with the program. Through the Center we are developing
a variety of research initiatives focused on the exemplary practices of sustainable and
socially-responsible companies and leaders. Our current
focus, the Return on Values Project, is a partnership with the Small
Giants Community to explore the relationship between culture, values, and business
success in small to mid-size companies.
19
What is the difference
between a Ph.D. and a
D.B.A?
Students in the Ph.D. track and D.B.A. track follow the same curriculum during the first two
years of the program. In the third year, students working toward the
research-focused Ph.D. degree complete a scholarly dissertation based on original
research. Those working toward the practice-oriented D.B.A. degree complete an applied dissertation based on the design and implementation of a major project or change initiative.
Cohort 2
Walter Baehrend
Senior Manager, Nokia
Naperville, IL
Sherri Black
Senior Manager, Visteon
Corporation
Dearborn, MI
Paul M. Booth, Jr.
CEO, Momentum Restaurants/
McDonald’s
Cincinnati, OH
Wayne Brown
Principal Analyst,
The SI Organization, Inc.
Haymarket, VA
Steve Carter
President, The Carter Group, Inc. Chicago, IL
Donna Darr
Visiting Professor, Keller Graduate
School of Management at DeVry University
Chicago, IL
Bryan Frederick
Adjunct Faculty, Benedictine
University
Lisle, IL
Claude Grimes
Director, Human Resources,
Siemens
Chicago, IL
Kathy Hannan
Chantel Moore
National Managing Partner, Diversity
and Corporate Responsibility, KPMG,
LLP
Chicago, IL
Data Analyst/Accreditation Specialist,
American Osteopathic AssociationAurora,
IL
John Heiser
COO, Magnetrol International
Aurora, IL
Tina Huesing
Chief Consultant,
Wyrmwood Consulting
Munich, Germany
Michael Kuppinger
EVP/GM of Engineering Services,
Environmental Systems Design (ret.),
Chicago, IL
Olinda Lemus
VP – Regional Operations Manager,
BMO Harris Bank of Montreal
West Chicago, IL
Michele (Shelly) Major
Chief Nursing Officer, The Methodist
Hospitals
Mokena, IL
Jean Manning
Mary Rosswurm
Executive Director, Little Star CenterZionsville, IN
Clarke Sabandal
Regional VP, MEDNAX
Dallas, TX
Matt Schatteman
Director of Commercial Services,
Kaman Fluid Power
Bolingbrook, IL
Kasey Short
Director, Global Menu Strategy
McDonald’s Corporation
Oak Brook, IL
Rémi Vespa
CEO, BlueTrail Software Holding
San Francisco, CA
Carla Worthey
AVP Strategic Analytics, HCA, Inc.
Nashville, TN
VP – Marketing and Communications,
Cincinnati State Technical and Community College
Cincinnati, OH
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Dissertations & Research
In many doctoral programs, students must select a dissertation topic that contributes to the research of the
program’s faculty. At the Center for Values-Driven Leadership, students are encouraged to choose a dissertation topic that
inspires their passion. You’ll have the freedom to explore what matters to you.
Faculty members work with students from the first months of the program to tailor course readings and papers to fit the
academic interests of the students. Many assignments are designed to build on one another, so they help form the basis of the
student’s dissertation proposal and literature review.
Below you’ll find the dissertation titles of some of our graduates. You’ll see they represent a wide range of research areas, but
all clearly relate to the study of values-driven leadership. Orange titles are linked to online resources.
Dr. Benny White “Creation of the Return on Values
Assessment Instrument”
My Story of Building a Business as a Leader with Bipolar
Disorder”
Dr. Anna Marie Amato “Searching for the Links between Culture
and Performance: The Role of Values Work as Emergent Values
Practices in One Company’s Journey from Imagined to Transformational”
Dr. Carolyn Maraist “A Cross-Cultural Narrative
Exploration of the Life Stories of Chinese and American
Peacebuilders”
Dr. Shannon Brown “How Values Driven Organizations
Manage Critical Incidents: The Process Model of
Organization Identity/Action Alignment”
Dr. Kerrie Aman Carfagno “Digital Coaction: The Role of Social
Media in Crisis Management”
Dr. Basil Chen “Constructing Positive Organization Identity with
Virtuous Positive Practices”
Dr. Premalatha Mony “Values-Based Leadership in a Healthcare Organization: Its Impact on Decision Making and
Organizational Outcomes”
Dr. Lee Murphy “Influencing Organizational Change by
Improving Individual and Organizational
Dimensions of Health”
Dr. Shaun Passley “General Growth Process: Concept to
Living Enterprise”
Dr. Michael Chikeleze “Validation of the Ethical Leadership Style
Questionnaire (ELSQ)”
Dr. Joseph Ricciardi “To Lead is To Love: An
Exploration into the Role of Love in Leadership”
Dr. Lee DeRemer “The Nature of Mid-Life Introspection”
Dr. David Smith “How do Leaders Influence
Organizational Culture, Especially as it Relates to Virtuous Aspects of those Cultures?”
Dr. Barbara Fahey “Resolution of Paradoxical Tensions: Linking
Founder/CEO Values to the Viability of their Company”
Dr. Denise Lackey “Self-Regulation and Heart Rate
Variability: Promoting Psychological Resilience in
Healthcare Leaders”
Dr. Indigo Johnson “Leading Out of the Darkness into the Light:
Dr. Joanna Beth Tweedy “Sustainability and Flourishing:
What’s Love Got to Do with It?”
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“The program gives me a
deeper well to draw from
for more complex problems.”
Broad Perspectives for Tackling Complexity
Melissa
Norcross
Ontario Systems Vice
President of Finance &
Strategy
+ Doctoral Student
(Carmel, IN)
As the VP of Finance & Strategy for the global
software firm Ontario Systems, Melissa Norcross
is a master at interpreting data and developing
a plan. “I’m working on the things that are most
relevant to the business,” says Norcross.
While her daily work involves developing
strategies, identifying new markets, and meeting
urgent business needs, Norcross says her real job
description is much more fundamental. “My job
is to help others become better executives,” says
Norcross.
“If you’re only looking at the challenges through
the lenses of data, strategy, and finance, then
you’re missing the big gaps,” she says. “When you
see your job as making people better executives,
that changes your perspective, that helps you see
the holes to fill.”
Developing these broad perspectives isn’t easy
for top executives, says Norcross. “The further
you get in your career, the stronger you are in
your industry, the less broad you are.” Traditional business courses, like M.B.A. programs,
help you develop business skills, but rarely
provide the theoretical understanding or the
people-skills needed to help tackle the complex
problems faced by c-suite leaders.
Through her courses in the doctoral program,
along with interactions with faculty, visiting
scholars, and fellow cohort members, Norcross is
strengthening her ability to lead in an ever-changing industry. “The program gives me a deeper well
to draw from for the more complex problems –
those with six or eight different factions. That can
be really critical.”
Not long ago, Norcross was coaching a colleague
through a project. “Before, I would have been
uncomfortable with what she was doing, but
I wouldn’t have exactly known why that was
leading her down the wrong path. Now I have
a new context for understanding why it looks
good on paper but something doesn’t seem right
– it has to do with the social ramifications of her
plans. Now I have a broader perspective and can
be more creative in finding opportunities for
improvement. My response can be much richer
and more creative.”
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What is a Scholar-Practitioner?
Social psychologist Kurt Lewin once
wrote, “there is nothing so practical as a
good theory.” We agree.
At the Center for Values-Driven Leadership, we believe that
good theory and evidence-based research are absolutely
vital for great leadership and building great companies that
do great things.
At the same time, academic theory can be out of touch if
not rigorously tested and refined by the realities of daily
practice.
At the Center for Values-Driven Leadership, we stand boldly in the gap between the academic and business communities. We hold to the conviction that these communities
need one another and are enriched by their interaction
and integration.
In our doctoral program, we achieve this integration by
equipping senior executives to become scholar-practitioners. We do this by:
• Providing a curriculum deeply grounded in the latest
theory and research.
• Inviting top executives and distinguished visiting
scholars into the classroom to share their knowledge
and road test their ideas.
• Incorporating action-learning into course assignments
and inviting students to experiment with existing models and create new ones for immediate application.
lens of their diverse experiences as executives.
• Training students to do rigorous applied research,
publish for scholarly and practitioner audiences, and
present at academic and professional conferences.
• Arranging global exchanges to enrich our research,
theorizing, and practice by engaging with top scholars,
executives, and students from other countries and
cultures.
• Helping students design and complete their dissertation research on significant topics of enduring practical impact.
Outside of the doctoral program, we integrate scholar-practitioner approaches through our research initiatives,
through our Senior Executive Roundtables and Leadership
Lecture Series, through our publications, presentations, and
online content, and through our consulting services.
As professionals and leaders in the field, students in the
Ph.D./D.B.A. Program in Values-Driven Leadership are
invited and expected to engage with both the academic
and practitioner communities during their time in the program. We believe this grounding in a positive, values-driven approach to business, combined with good, practical
theory and research, equips our students to become global
thought leaders who have a transformative impact on
business and society.
• Encouraging spirited dialogue among students to
debate course readings and view theories through the
23
Frequently Asked Questions
For a complete list of
Frequently Asked
Questions, visit our
website at
www.cvdl.org/doctorate.
What inspires a senior executive to
consider a doctoral program?”
Most of our students are motivated by their love
of learning and their desire to engage in robust
conversations that challenge your thinking and
stretch your capacity. We find the executives in
our program are passionate about leadership
and believe in their own ability to have a meaningful impact on
business and society through their work.
Many of our students are also seeking a doctorate
to advance their careers: for example, to differentiate themselves among a crowd of MBAs or to
learn new theories and tools they can take back to
work. Some are approaching a career transition
and want the personal growth and insights our
unique program offers. They may be preparing
themselves for a full or part time role in consulting, teaching, or higher education, or seeking to
equip themselves for a career in higher education.
Can I get involved in research?
Yes. Students are encouraged to work on
research projects with Benedictine faculty and
other scholars associated with the Ph.D./D.B.A.
program. Through the Center for Values-Driven Leadership we are developing a variety of
research initiatives focused on the exemplary
practices of sustainable and socially-responsible
companies and leaders. Our current focus, the
Return on Values Project, is a partnership with
the Small Giants Community to explore the relationship between culture, values, and business
success in small to mid-size companies.
Is there an international component?
Yes, our faculty members plan up to two trips
per year to participate in international conferences and learning exchanges with scholars
and business leaders around the globe. To date,
trips have been taken to China, United Arab
Emirates, France, Ghana, India, Ireland, Saudi
Arabia, Scandinavia, South Africa, Spain, and the
U.K. Students are required to participate in at
least one global exchange during their time in
the program and are welcome to participate in
as many as they like. Students may participate in
a global exchange anytime during the program
and receive credit for it in the third year of the
program. Students are responsible for their own
expenses associated with the exchanges.
I’m an international student. May I apply?
Absolutely. Each cohort of our program has had
at least one international student, coming from
Canada, Mexico, Europe and Africa. Likewise,
our sister program, Benedictine University’s
Ph.D. program in Organization Development,
has enrolled students from throughout Central
and South America, Asia, Africa, the Middle East,
and Europe. Because of our program’s unique
weekend-based structure, most students live in
their home countries and commute only for class
weekends. Some others do relocate to the Chicago area for the two years of coursework, and
then return to their home countries to complete
their dissertations.
Completing an international application does
have a few extra requirements. Contact us early,
at [email protected], to begin the process.
Are students expected to present papers and
symposia at conferences?
Yes. As thought leaders in the field, students
are invited and expected to submit proposals
for presentation at academic and professional
conferences. Costs associated with attending
conferences are at the student’s expense.
Is a master’s degree required for
admission into the program?
Yes, a master’s degree is required. On rare occasions, exceptions have been made for applicants
with extensive senior leadership experience and
non-master’s-degree education who demonstrate
the capacity to undertake the extreme academic
rigors of a doctoral program.
24
Frequently Asked Questions
When is the application deadline?
What is the cost of the program?
We will begin accepting applications April 1,
2016 for Cohort 4. The deadline for applications
is November 1, 2016. Applications received by
November 1, 2016 will be given full consideration. Applications received after November 1,
2016 will be considered on a space-available
basis. Classes begin March 30, 2017. Please contact Kendra Adeszko at [email protected] or (630)
829-6225 for more information or to request an
application packet.
For Cohort 4, tuition is $40,000 per year for
three years. Books are included in the tuition.
Additional costs include transportation and accommodations and meals for each weekend class
and the annual 8-day intensives. There are also expenses for trips to conferences, at which students
give presentations and present papers; travel for
the global exchanges/international aspect of the
program; and in some cases, transcribing of interview transcripts, analysis of quantitative data, and/
or copy editing during the dissertation.
When will interviews take place and when
will selection decisions be made?
The program is designed to be completed in
three years. Students who do not complete the
dissertation in the three-year timeframe continue to pay half the normal tuition rate until the
dissertation is complete.
Interviews with Ph.D./D.B.A. faculty may be
scheduled after the applicant has submitted all
required documents. Most interviews will take
place between September 2016 and January
2017. Cohort 4 applicants will be notified of
decisions within a month of their interview date,
with all notifications complete by the end of
January 2017.
Because of our competitive process, some
applicants may be placed on a wait list. If that
occurs, applicants will be notified of their status
within a month of their interview date, and will
be updated regarding changes to their status.
How often do you start a new cohort and
when will the next cohort begin?
Cohorts begin every two years (i.e., March 2017,
April 2019, April 2021, etc.).
Can this program be accomplished online?
No, this is not an online program. One of the
program’s greatest strengths is the deep learning
that occurs in class and elsewhere when cohort
members meet face-to-face with one another,
the Center for Values-Driven Leadership’s core
faculty, and the world’s top scholars and executives to exchange experiences and ideas at the
forefront of leadership theory and practice. It is
an exceptionally rich learning environment.
Is financial aid available?
At this time, the program does not offer scholarships, but Benedictine University’s financial aid
office can assist you to determine your eligibility
for student loans or Veteran Affairs benefits.
Benedictine participates in many programs
offered to eligible veterans and has been listed as a 2014 “Military Friendly School” by G.I.
Jobs, a veteran-owned publication focusing on
post-military education and employment, and
named to Military Advanced Education’s 2014
Military-Friendly Colleges and Universities list.
Be sure to check with your employer for tuition
assistance as well.
Who accredits
the Ph.D./D.B.A.
program in
Values-Driven
Leadership?
The Ph.D./D.B.A. program in Values-Driven Leadership is offered
through Benedictine University’s
College of Business and is accredited by
the Higher Learning Commission (HLC)
of the North Central Association (NCA)
of Colleges and Schools.
25
We support and celebrate
leaders and companies who
pursue a values-driven
approach to business.
About the Center for Values-Driven Leadership
The Center for Values-Driven Leadership is a
gathering place where top executives, entrepreneurs and thought leaders come together to
innovate at the forefront of values-driven business practice. We help leaders forge new paths to
profitability through a values-driven approach to
business.
Values-driven companies are those that succeed
in the marketplace by focusing on the triple
bottom line – people, planet and profit. They
deliver exceptional business results by providing
leadership in the areas of ethical practice, social
contribution, and environmental impact.
CVDL
College of Business,
Benedictine Univ.
5700 College Ave. Lisle,
IL 60532 U.S.A.
www.cvdl.org
[email protected]
(630) 829-6225
The Center for Values-Driven Leadership seeks
to support and celebrate leaders and companies
who are pursuing this values-driven approach
to business. We accomplish this through our
integrated education, research, and consulting
initiatives.
How We Work:
Education: In addition to our doctoral program, the Center offers
executives a chance to
dive deep into topics of
values-driven leadership
through our Leadership
Lecture Series and our Senior Executive Round-
tables. We also offer customized leadership
training for companies.
Research: Our research explores the influence
of values-driven leadership on business results.
The Return on Values
Project, our largest current research initiative,
is a partnership with the
Small Giants Community to explore the link
between culture and profit in small and mid-size
businesses.
Practice: The Center works individually with
companies to create high-impact learning, development, and change
initiatives tailored to
the needs of each client.
Our custom solutions
are designed to provide
an immediate return on
investment by integrating
a values-driven approach to business with the
development of leaders and the achievement of
your company’s strategic goals.
26
Benedictine University
The
Chronicle of
Higher Education
has ranked Benedictine University as the
second fastest growing campus in the
U.S. among private,
nonprofit doctoral
universities.
I’m
interested in
the program.
What do I do
now?
Founded in 1887, Benedictine University is a
Catholic university in the Benedictine tradition
that provides a values-centered education designed to prepare people from diverse backgrounds for a lifetime as active, informed, and
responsible leaders in the world community.
Benedictine University builds its educational life
and efforts on seven core values: a search for God
by oneself and with others, a tradition of hospitality, an appreciation for living and working in community, a concern for the development of each
person, an emphasis on a life lived in balance,
a dedication to responsible stewardship of the
earth, and a commitment to academic excellence.
The University offers a wide array of undergraduate, graduate, and doctoral programs on its main
campus in Lisle, just outside Chicago, and on
its campuses in Springfield (IL), Mesa (AZ), Viet
Nam, and China.
Thanks for your interest in the Ph.D./D.B.A. program in Values-Driven Leadership. Here’s what
you should do next:
• Learn More: Visit our website for links to videos about the doctoral program, and information about our next Online Open House.
• Apply: We anticipate strong interest in Cohort 4 of the Ph.D./D.B.A. program in Values-Driven Leadership. If you hope to be one of the 25-30 executives admitted into the
program, we encourage you to begin your application process today. If you have not
already received an application, email Kendra Adeszko at
[email protected] or visit www.cvdl.org/application.
• Connect: Reach out to one of our staff members (found on page 15) with questions. We
look forward to hearing from you.
27