Collective Leadership: If Everyone Leads, Who Follows? is part of the NYU Collective Leadership Research Workshop, which will bring together prominent scholars in the field of leadership research. This moderated panel discussion will explore the challenges and opportunities of identifying, nurturing and assessing collective leadership and what that might mean for NYU’s efforts to nurture ethical and inclusive leadership among its students.
Ellen Schall is a Senior Presidential Fellow at New York University and Martin Cherkasky Professor of Health Policy & Management at NYU’s Robert F. Wagner Graduate School of Public Service. Most recently, Schall served as Dean of the Wagner school from 1992 to 2013. In that role she led the school’s trajectory from an institution with a strong local and regional reputation to one that is widely recognized nationally and internationally, and ranked #6 overall in the U.S. News & World Report ranking of public affairs schools. She began her career as a Legal Aid Society criminal defense attorney, and served as Commissioner of the NYC Department of Juvenile Justice from 1983 to 1990. She has extensive experience in nonprofit management and governance, including more than 30 years of active membership on the board of University Settlement House. Dean Schall’s legacy is one of helping to transform organizations by encouraging others to step up to their leadership potential. She received a B.A. from Swarthmore College and a J.D. (cum laude) from NYU School of Law.
Deborah Ancona 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 W.L. Gore, Li & Fung, China Mobile, Cisco, Bristol Myers Squibb, Merrill Lynch, Nike, GE, and HP. Her work has been highlighted in the Financial Times, Time Magazine, and the Washington Post.
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.
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”.
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 (Cengage Publishing) 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.
Melody Barnes served as Assistant to the President and Director of the White House Domestic Policy Council from January 2009 until January 2012. In that capacity, she provided strategic advice to President Obama and worked closely with members of the Cabinet coordinating the domestic policy agenda across the Administration.
Prior to her work in the White House, Barnes served on the leadership team for the Obama-Biden Transition Project and as Senior Domestic Policy Advisor to the Obama for America campaign.
Until July 2008, Ms. Barnes was the Executive Vice President for Policy at the Center for American Progress, a progressive research institute and think tank. From December 1995 until March 2003, Ms. Barnes worked for Senator Edward M. Kennedy on the Senate Judiciary Committee; she served as his chief counsel from 1998 until she left the Committee in 2003. Barnes’ experience also includes an appointment as Director of Legislative Affairs for the U. S. Equal Employment Opportunity Commission. Ms. Barnes began her career as an attorney with Shearman & Sterling in New York City.
Ms. Barnes received her law degree from the University of Michigan and her bachelor's degree from the University of North Carolina at Chapel Hill where she graduated with honors in history.
Charles J. (Chuck) Palus is a senior faculty member in Research, Innovation & Product Development at the Center for Creative Leadership. As a collaborator in several cross-disciplinary research groups he studies leadership as a collective social process, with the key question: In what ways does a shift in perspective—from leadership as the capacity and actions of individuals, to leadership as a collective social process—yield better results for leaders, groups, teams, organizations, partnerships, coalitions, and communities?
He is co-founder and manager of CCL Labs, a community-based innovation laboratory that prototypes products such as the Leadership Explorer tools including Visual Explorer; Leadership Essentials; and the Early Leadership Toolkit.
Chuck is a designer, facilitator and researcher in the CCL Organizational Leadership practice and is one of its co-founders. He plays similar roles in the emerging Societal Leadership practice area. Programs he has co-designed / facilitated include: Leading Creatively; EdgeWork; Facing and Solving Complex Challenges; Transforming Your Organization; Boundary Spanning Leadership; and Leadership for Societal Impact. He is a passionate contributor to the Leadership Beyond Boundaries initiative for democratizing leadership for societal impact.
He has been published widely, including in Leadership Quarterly, the Handbook for Teaching Leadership (Harvard Business School), the CCL Handbook of Leadership Development, the CCL Handbook of Coaching, and the Change Handbook. He is co-author of the award-winning book The Leader?s Edge; and of Making Common Sense: Leadership as Meaning-Making in a Community of Practice.
Prior to coming to CCL Chuck was a research & development engineer in polymer products for the DuPont Company; a water engineer for Vaponics; an instructor for the Hurricane Island Outward Bound School; and he taught social psychology at Boston College.
He received his BS in chemical engineering from Pennsylvania State University and his PhD in developmental psychology from Boston College.
Nicholas Turner joined the Vera Institute of Justice as its fifth president and director in August, 2013. He came to Vera from The Rockefeller Foundation, where he was a managing director. Mr. Turner previously served as vice president and chief program officer at Vera. Prior to his work with Vera, he was an associate in the litigation department of Paul, Weiss, Rifkind, Wharton & Garrison in New York and a judicial clerk for the Honorable Jack B. Weinstein, Senior United States District Judge in Brooklyn. Before attending law school, Mr. Turner worked with court-involved, homeless, and troubled young people at Sasha Bruce Youthwork, a Washington, DC youth services organization. He has served on the boards of National Council on Crime and Delinquency, Living Cities, and the Center for Working Families. He received his BA from Yale College and his JD from Yale Law School.
The Vera Institute of Justice is an independent nonprofit organization that combines expertise in research, demonstration projects, and technical assistance to help leaders in government and civil society improve the systems people rely on for justice and safety.