Jules Klagge
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Phone: 480-965-1185
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Mail code: 0604Campus: Tempe
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Jules (Jay) Klagge joined the College of Integrative Sciences and Arts as a lecturer in late 2016. His background includes a public career in transportation planning and a for-profit career in academic affairs and research.
His research interests are to create strong and clear linkages among the current and emerging theories and practices associated with leadership, innovation, stakeholder analysis, organizational culture, and change in order to inform organizational leaders about ways to survive and thrive local and global contexts.
Doctor of Philosophy-Public Administration (Ph.D.), Arizona State University
Master of Arts in Innovative Leadership (MA), Western International U., Phoenix, AZ
Master of Science in Finance (MSF), College for Financial Planning, Denver, CO
Master of Business Administration (MBA), Arizona State University (Carey School)
Liberal Arts in New Testament (BA), BIOLA University Affiliate
College of Architecture, Arizona State University
My research interests are to create strong and clear linkages among the current and emerging theories and practices associated with Leadership, Innovation, Stakeholder Analysis, Organizational Culture, and Change in order to inform organizational leaders about ways to survive and thrive local and global contexts.
Since joining ASU in August of 2016 I have published the following papers on Researchgate.net
DURING 2022
Klagge, J. (2022). Strategic Planning-1-The basic notions. Unpublished manuscript. Available at jay.klagge@research.net. doi: 10.13140/RG.2.2.23287.50081
Klagge, J. (2022). Strategic Planning-2-The key strategic factors. Unpublished manuscript. Available at jay.klagge@research.net. doi: 10.13140/RG.2.2.13535.74404
Klagge, J. (2022). Strategic Planning-3-Focusing on the environments. Unpublished manuscript. Available at jay.klagge@research.net. doi: 10.13140/RG.2.2.25592.72969
Klagge, J. (2022). Strategic Planning-4-The ultimate strategic choices and options. Unpublished manuscript. Available at jay.klagge@research.net. doi: 10.13140/RG.2.2.33981.33763
Klagge, J. (2022). Strategic Planning-5-Approaches and what’s in a word? Unpublished manuscript. Available at jay.klagge@research.net. doi: 10.13140/RG.2.2.18881.84323
Klagge, J. (2022). Strategic Planning-6-True north and strange attractors. Unpublished manuscript. Available at jay.klagge@research.net. doi: 10.13140/RG.2.2.32303.61602
DURING 2021
Klagge, J. (2021). Organizational designs concerns. Unpublished manuscript. Available at jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.15117.67044
Klagge, J. (2021). Education: The manifesto of meaning. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi. 10.13140/RG.2.2.18093.00483
Klagge, J. (2021). Changes to optimize the ethical, social and research value of IPEDS data. Conference Presentation, 2010: Arizona Program for Policy, Ethics, and Education Leadership. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.22364.72325
Klagge, J. (2021). Answering tough interview questions: Five of the most feared. Conference Presentation, 2021. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.17371.49446
Klagge, J. (2021). Struggling: A pathway to learning. Unpublished manuscript. Available at jay.klagge@research.net. doi: 10.13140/RG.2.2.16008.34563
Klagge, J. (2021). The best tip on time management. Unpublished manuscript. Available at jay.klagge@research.net. doi: 10.13140/RG.2.2.25279.79528
Klagge, J. (2021). Klagge, J. (2021). Leadership stories: Rights-of-passage in my life as a leader. Unpublished manuscript. Available at jay.klagge@research.net. doi: 10.13140/RG.2.2.18568.90883
DURING 2020
Klagge, J. (2020). Making ethical decisions: Navigating the murky swamp. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.35889.94569
Klagge, J. (2020). The story of the “F-Troop.” Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.31807.05282
Klagge, J. (2020). Who to woo: Staking out key stakeholders. Unpublished conference workshop notes. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.10071.29600
Klagge, J. (2020). Gender, culture, and workplace success: An exploratory exercise. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.13521.35682
Klagge, J. (2020). The role of culture and gender in contextualizing cross-cultural talent management. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.11124.99207
DURING 2019
Klagge, J. (2019). Organizational culture, creativity and innovation-Part 1-Definitions and examples. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.23954.71366
Klagge, J. (2019). Organizational culture, creativity and innovation-Part 2-Cultural precursors. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.11512.70405
Klagge, J. (2019). Organizational culture, creativity and innovation-Part 3-Leadership roles. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.15254.80966
Klagge, J. (2019). Unpacking a positive learning experience. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.22163.12324
Klagge, J. (2019). A primer on leading innovation (Excerpted). Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.15497.08804
Klagge, J. (2019). Stakeholder impacts on organizational innovation. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.31147.90407
Klagge, J. (2019). Publishing in the organizational sciences. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.15788.21121
DURING 2018
Klagge, J. (2018). Exploring the basic notions of knowing: Examining a continuum of epistemology. Unpublished manuscript. Available at: jay.klagge@researchgate.net
Klagge, J. (2018). Exploring the basic notions of science: Researching the nature of research itself. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.16836.83849
Klagge, J. (2018). Giving legs to your learning. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.12634.59844
Klagge, J. (2018). Guidelines for conducting focus groups. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.33817.47201
Klagge, J. (2018). Guidelines for conducting surveys. Unpublished manuscript. Available at: jay.klagge@researchgate.net
Klagge, J. (2018). Measures of association. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.30467.76328
Klagge, J. (2018). Model-building: A primer. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.4995.7201
Klagge, J. (2018). The importance of intercultural skills in organizations. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.2402.2160
Klagge, J. (2018). Using culture models: The good, the bad, and the ugly. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.2.36052.09605
DURING 2017
Klagge, J. (2017). Advantages and disadvantages of cultural diversity in the workplace. Unpublished manuscript. Available at: jay.klagge@researchgate.net
Klagge, J. (2017). Organizational innovation taxonomy: A functional fusion of the literature. Unpublished manuscript. Available from jay.klagge@researchgate.net.
DURING 2016
Klagge, J. (2016). Developing a cross-cultural communication plan. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.3147.6088
Klagge, J. (2016). Examining EQ and IQ in leadership experience. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.3683.4328
Klagge, J. (2016). High potential leadership: An analysis. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.4732.0083
Klagge, J. (2016). Leadership selection criteria: Considering contingencies and context. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.4469.8646
Klagge, J. (2016). Multi-national organizations: Stakeholder analysis. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.2466.0568
Klagge, J. (2016). Organizational change: Increasing urgency while fighting inertia and resistance. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.3117.4803
Klagge, J. (2016). Organizational changes: Implementing them & making them stick. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.2722.8565
Klagge, J. (2016). Proposed U.S. monetary and fiscal policy changes. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.3450.3769
Klagge, J. (2016). Seven tenets of sound organization theory. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.3091.1120
Klagge, J. (2016). Shared leadership: What's new? Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.1803.2247
Klagge, J. (2016). Storytelling and the development of organizational culture. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.5087.4968
Klagge, J. (2016). Thought leadership: Communication as a catalyst for change. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.3186.9523
Klagge, J. (2016). When cultural assumptions collide in organizations. Unpublished manuscript. Available at: jay.klagge@researchgate.net
Klagge, J. (2016). Chaos theory applied: True north, strange attractors, and strategic leadership. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.2550.6801
Klagge, J. (2016). Communicating in high & low context cultures. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.2700.4563
Klagge, J. (2016). Designing organizations for high commitment and performance. Unpublished manuscript. Available at: jay.klagge@researchgate.net. doi: 10.13140/RG.2.1.2318.4243
Approaches to the Iron Cage: Reconstructing the Bars of Weber’s Metaphor, Published in
Administration & Society, Vol. 29, No. 1, March 1997 and also published in Sociology: Windows
on Society – An Anthology, 5th edition, John Hereen, et al editors, Los Angeles, CA: Roxbury
Press (2001).
Approaches to the iron cage: A new perspective on Weber's classical model of bureaucracy. In J.
W. Hereen, M. Requa, R. H. Laurer, and J. C. Laurer (Eds.), Sociology: Windows on Society,
5th ed. (pp. 50-58). Los Angeles, CA: Roxbury Publishing Company, 2001.
Self-Perceived Development Needs of Today’s Middle Managers, Published in the Journal of
Management Development, Vol. 17, No. 7, Fall 1998.
The Empowerment Squeeze: Views from the Middle Management Position, Published in the Journal
Of Management Development, Vol. 17, No. 8, Winter 1998.
The Reinvention Trail: Account of One State Agency’s Quality Journey, Published in Public Administration Quarterly, Vol.
20, No. 4, Winter 1997.
The Executive in the Year 2000: A Reinvented Role, Published in the Journal of Management Inquiry,
Vol. 6, No. 4, December 1997.
Leadership Development Needs of Today’s Organizational Managers, Published in Leadership &
Organizational Development Journal, Vol. 18, No. 7, Winter 1997.
The Leadership Role of Today’s Middle Manager, Published in the Journal of Leadership Studies, Vol.
3, No. 3, Summer 1996.
Defining, Discovering, and Developing Personal Leadership within Organizations, Published in
Leadership & Organizational Development Journal, Vol. 17, No. 5, Summer 1996.
360-Degree Sociometric Feedback for Individual and Organizational Change, Published in Public
Administration Quarterly, Vol. 19, No. 3 - Fall 1995.
Unity and Diversity: A Two-Headed Opportunity for Today’s Leaders, Published in Leadership &
Organizational Development Journal, Vol. 16, No. 4 – 1995
Leadership: A Notion Come of Age, Published in the Journal of Leadership Studies, Vol. 2, No. 2 - 1995.
Statistical Packages for the IBM Personal Computer, Published by McGraw-Hill, 1986 (A book
co‑authored with Linda O’Keeffe).
Working Papers on cultural isssues in the workplace, leading innovation, and stakeholder analysis.
Courses
2024 Fall
| Course Number | Course Title |
|---|---|
| OGL 300 | Theory Practice of Leadership |
| OGL 300 | Theory Practice of Leadership |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 565 | Future of Wrk and Organization |
| OGL 482 | Org Leadership Pro-Seminar II |
2024 Summer
| Course Number | Course Title |
|---|---|
| OGL 300 | Theory Practice of Leadership |
| OGL 300 | Theory Practice of Leadership |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
2024 Spring
| Course Number | Course Title |
|---|---|
| OGL 355 | Leading Org Innovation |
| OGL 355 | Leading Org Innovation |
| OGL 355 | Leading Org Innovation |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 558 | Leading Organizational Innovat |
| OGL 355 | Leading Org Innovation |
2023 Fall
| Course Number | Course Title |
|---|---|
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 300 | Theory Practice of Leadership |
| OGL 300 | Theory Practice of Leadership |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 558 | Leading Organizational Innovat |
2023 Summer
| Course Number | Course Title |
|---|---|
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 481 | Org Leadership Pro-Seminar I |
2023 Spring
| Course Number | Course Title |
|---|---|
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 300 | Theory Practice of Leadership |
| OGL 300 | Theory Practice of Leadership |
| OGL 300 | Theory Practice of Leadership |
| OGL 300 | Theory Practice of Leadership |
| OGL 558 | Leading Organizational Innovat |
2022 Fall
| Course Number | Course Title |
|---|---|
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 300 | Theory Practice of Leadership |
| OGL 300 | Theory Practice of Leadership |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
2022 Summer
| Course Number | Course Title |
|---|---|
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
2022 Spring
| Course Number | Course Title |
|---|---|
| OGL 355 | Leading Org Innovation |
| OGL 355 | Leading Org Innovation |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 355 | Leading Org Innovation |
| OGL 355 | Leading Org Innovation |
2021 Fall
| Course Number | Course Title |
|---|---|
| OGL 300 | Theory Practice of Leadership |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 300 | Theory Practice of Leadership |
| OGL 558 | Leading Organizational Innovat |
| OGL 558 | Leading Organizational Innovat |
2021 Summer
| Course Number | Course Title |
|---|---|
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 550 | Leading Organizational Change |
| OGL 550 | Leading Organizational Change |
| OGL 558 | Leading Organizational Innovat |
| OGL 558 | Leading Organizational Innovat |
2021 Spring
| Course Number | Course Title |
|---|---|
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 558 | Leading Organizational Innovat |
| OGL 558 | Leading Organizational Innovat |
2020 Fall
| Course Number | Course Title |
|---|---|
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 558 | Leading Organizational Innovat |
| OGL 558 | Leading Organizational Innovat |
2020 Summer
| Course Number | Course Title |
|---|---|
| OGL 355 | Leading Org Innovation |
| OGL 355 | Leading Org Innovation |
| OGL 300 | Theory Practice of Leadership |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
2020 Spring
| Course Number | Course Title |
|---|---|
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 481 | Org Leadership Pro-Seminar I |
2019 Fall
| Course Number | Course Title |
|---|---|
| OGL 300 | Theory Practice of Leadership |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 481 | Org Leadership Pro-Seminar I |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
| OGL 482 | Org Leadership Pro-Seminar II |
2019 Summer
| Course Number | Course Title |
|---|---|
| OGL 355 | Leading Org Innovation |
| OGL 355 | Leading Org Innovation |
| OGL 355 | Leading Org Innovation |
| OGL 355 | Leading Org Innovation |
| OGL 300 | Theory Practice of Leadership |
OGL 200 - Introduction to Leadership
OGL 300 - Leadership Theory & Practice
OGL 355 - Leading Organizational Innovation
OGL 481 - Pro-Seminar I
OGL 482 - Pro-Seminar II
OGL 558 - Leading Organizational Innovation
Fellow / Arizona Program for Policy, Ethics and Education Leadership
Phi Kappa Phi / Honor Society for Superior Scholarship
Pi Alpha Alpha / National Public Administration Honor Society
Summa Cum Laude / Master of Business Administration
Beta Gamma Sigma / National Business Honor Society
Sigma Iota Epsilon / Academy of Management Honor Society
Magna Cum Laude / Bachelor of Arts
Who's Who In American Colleges And Universities
Article Reviewer for the Journal of Organization Change Management (2017-2020)
Article Reviewer for the Amfiteatru Economic Journal (2020)
Association for Institutional Research (2007-Present)
Society for Business Ethics (1994-2000)
American Society for Public Administration (1993-1998)
Arizona Administrators Association (1996-1998)
The relationship between leadership and employee job satisfaction in a military community (P. Craig, 2013)*
Community College CIOs: Assessing their transformational leadership behaviors on information technology worker’s job satisfaction (M. S. Abouelenein, 2012)*
The Experience of African American Female STEM Professionals (C. Winn-Scott, 2012)
A qualitative inquiry of barriers facing female faculty desiring career progression into higher education administration (W. J. Ziems-Mueller, 2011)
A quantitative study of politically-appointed California State Boards (C. Bly-Chester, 2011)
Leading organizational transformations: A qualitative study of the leader (M.E. Washington, 2011)
Leadership communication, culture and employee engagement (S.A. Greenidge, 2010)*
A correlative analysis of emotional intelligence on moral decision making (N.L. Carr, 2010)
An examination of ethics education in Michigan business schools (J. Bynum-Simpson, 2010)*
A qualitative study of obesity: The perspective of health care providers (C. Robinson, 2010)
The effect of an Executive MBA program on entrepreneurial orientation (F.A. Lins, 2009)*
Technology adoption: Influence of availability and accessibility (W.S. McConnell, 2009)*
Emotional Intelligence: An analysis of emotional intelligence and leadership styles among Hispanic leaders (J. Montanez, 2009)
Ethical reasoning under the influence of ethical climates: A quantitative study (T.B. Halton, 2009)
Predicting Latino males’ persistence in high school: A model combining social and academic risk factors (V. Alonzo, 2008)*
Outcomes of intergroup contact: An assessment of joint professional military education (J.H. Poole, 2007)*
The influence of collaboration on social and official trust in water-policy decision making (P.R. Thomas, 2007)*
A test of association between student satisfaction and student persistence in a nontraditional university setting (W.W. Carroll, 2007)
Conflict in innovative work teams: A phenomenological study (K.A. Bokoles, 2007)
Southeast Texas superintendent’s perception on the relationship between educator longevity, pupil expenditures and support achievement (D.F. Robinson, Sr., 2007)
The influence of health care CIO’s transformational leadership behavior on worker’s job satisfaction (L.F. Barnes, 2007)*
A study of the impact of channel leadership on customer loyalty (M. Cojocneanu, 2007)
Achieving congruence between individual commitment to policing and organizational objectives in police departments (P.A. Lasiewicki, 2007)*
Just decisions: A phenomenological portrait of appellate collegial decision-making (R.C. Anderson, 2007)*
The relationship among cultural distance, social ties and tacit knowledge sharing in a multinational corporation (L.R. Buzan, 2005)*
Leader-organization fit: Improving success in non-profit organizations (T.S. Mowbray, 2004)*
Self-leadership through business decision-making models (L.J. Jackson, 2004)*
Modern virtual project management: The effects of a centralized and decentralized project management office (W. Curlee, 2002)*
The effect of head and heart on municipal employee retention (C.P. Sherman, 2001)*
Curriculum Committee Member
Graduate Curriculum Committee Member
Assistant Professor Selection Committee Member
Lecturer, College of Integrative Sciences & Arts, Arizona State University
Associate VP of Academic & Institutional Research, University of Phoenix
Founding Dean, School of Advanced Studies, University of Phoenix
Associate Dean, Sperling School of Business, University of Phoenix
Director of the Transportation Planning Division, AZ Department of Transportation
DIVERSITY, EQUITY, SOCIAL JUSTICE, INCLUSION
Written Contributions:
Since joining ASU in August of 2016 I have written the following monographs and posted them on my Researchgate site. These monographs focus on culture, gender, and race in an organizational context.
- Advantages & Disadvantages of Cultural Diversity in the Workplace
- The Importance of Intercultural Communication Skills
- Gender, Culture, and Workplace Success: An Exploratory Exercise
- The Role of Culture and Gender in Contextualizing Cross-Cultural Talent Management
In the past 4 years these 4 monographs have generated over 56K reads, 26K downloads, and far too many side conversations and interactions with colleagues to recall as I do not track those interesting and sometimes challenging exchanges.
Social Activities:
My wife and I have served people of all walks of life who are down on their luck, including people of color, women suffering abuse, and undernourished children. We have served on The Christmas Angel Program for children with an incarcerated parent or parents, and the Thanksgiving and Christmas meal programs. When my wife served on the Executive Board of the Southwest Region of the Salvation Army, we sought to increase the diversity of that Board in order to better understand the issues associated with race, gender, poverty, and homelessness. We are still active in those pursuits as donors but with less power to impact change.
Classroom Sensitivity:
I am happy to report that in my online courses at ASU, the democratizing effects of virtual learning have largely erased interpersonal biases based on race, gender, or social status. I am always seeking opportunities to encourage students to broaden their views of inclusion, diversity, social structure, and equity as being one of the primary charges of leadership in organizations as well as in society in general.