Ph.D./D.B.A. Program in Leadership, Organizational Change, & Sustainability – for Executives
Doctorate in Values-Driven Leadership
Global + Responsible + Strategic + Sustainable + Business
For Senior Leaders Shaping the World of Business
Benedictine University’s Doctor of Philosophy (Ph.D.)/Doctor of Business Administration (D.B.A.) Program in Values-Driven Leadership is the first of its kind, specifically designed for senior leaders committed to using the creativity and discipline of business to:
- Create short-term and long-term shareholder value
- Enrich people’s lives
- Produce products and services that benefit society
- Contribute to the health and sustainability 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.
The 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.
Think Deeper, Lead Stronger: Program Distinctives
The Ph.D./D.B.A. Program in Values-Driven Leadership is a rigorous, collaborative learning community that connects students to globally influential leaders and a broad range of opportunities for research and practice in the areas of leadership, sustainability, and organizational change.
Distinctive features include:
- 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.
- Leading-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, and the U.K.
- A Degree that Fits You – Students select one of two tracks, a research-focused Ph.D. degree that concludes with a scholarly dissertation based on original research, or a practice-oriented D.B.A. degree that concludes with an applied dissertation based on the design and implementation of a major project or change initiative.
The Ph.D./D.B.A. 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 scheduled to graduate in May 2014. Cohort 2 is now in its second year of coursework and will graduate in May 2016.
For Cohort 3, which begins April 2015, we anticipate an increasingly competitive group of applicants. Typically we receive over 500 inquiries, resulting in 50-100 applications, and accept 20-25 students.
The program is modeled after Benedictine University’s award-winning Ph.D. Program in Organization Development, which was founded in 1996.
For more information review the information in the tabs on the left, then download our comprehensive program booklet.
To learn more about the Ph.D./D.B.A. program in Values-Driven Leadership, please contact program coordinator Deb Hellmuth at (630) 829-6225 or firstname.lastname@example.org.
The Ph.D./D.B.A. in Values-Driven Leadership is a fully-accredited doctoral program offered by the Center for Values-Driven Leadership (CVDL) in the College of Business at Benedictine University. It is based on the premise that business is the most powerful institution on the planet. Leadership decisions made in the workplace shape the lives of individuals, economies, and the world more than any other single institution. Increasingly, smart business leaders are leveraging social, ethical, and environmental performance to drive innovation and profitable growth.
The Ph.D./D.B.A. curriculum integrates psychological, sociological, organizational and economic perspectives on responsible leadership in today’s global context. Students draw from their experience, action-learning initiatives, the latest research, and spirited dialogue with faculty and distinguished guests to advance the fields of leadership, sustainability, and organizational change, and to expand their capacity to lead at four levels: personally, interpersonally, organizationally, and globally. The curriculum focuses on theory and practice in four core areas:
- Leadership and leadership development,
- Strategic change,
- Corporate sustainability,
- Research methods in preparation for the dissertation research.
Find additional information and course descriptions in the overviews below.
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.
Leadership Theory, Research, and Practice (4 credits)
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.
Research Methods I: 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 Self: Your Career Leadership Legacy (4 credits)
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.
Leading Teams (4 credits)
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 and Ethical Foundations of Leadership (4 credits)
This course explores social, moral, and ethical philosophy as it relates to 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 I (4 credits)
Through the lecture series, we invite the world’s top scholars to Benedictine to present to the broader Chicagoland community and interact personally with our Ph.D./D.B.A. students on leading-edge topics around leadership, sustainability, and strategic change. There are two lecture series seminars in year one, typically one in the fall and one in the spring for 2 credit hours each.
Organizational Theory and Behavior (4 credits)
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 and 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.
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.
Leading Corporate Sustainability (4 credits)
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.
Leadership and 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.
Leading and Developing Others (4 credits)
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.
Strategic Leadership (4 credits)
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.
Leading in the Global Economy (4 credits)
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.
Leadership Lecture Series Seminar II (4 credits)
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. students on leading-edge topics around leadership, sustainability, and strategic change. There are two lecture series seminars in year two, typically one in the fall and one in the spring for 2 credit hours each.
Research Methods II: Quantitative Methods (4 credits)
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.
Research Methods III: Qualitative Methods (4 credits)
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.
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.
Both degree programs (Ph.D. and D.B.A.) require a total of 96 quarter hours over three years. Students typically complete eight quarter hours per quarter for four quarters per year.
Global Exchange/International Trip (8 credits)
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 (24 credits)
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.
Other key features include:
- Learning from Benedictine University’s world-class faculty and distinguished visiting scholars and executives from leading universities and companies around the globe
- Traveling to different parts of the world to engage in high-quality learning exchanges with top scholars and executives from other countries and cultures
- Engaging in the classroom with an exceptional group of peers — experienced executives like yourself who share a passion for values-driven leadership
- Participating with Benedictine faculty and a global network of scholars in leading-edge research initiatives focused on leadership, sustainability, and organizational change
- Choosing one of two degrees: a Ph.D. (doctor of philosophy) or a D.B.A. (doctor of business administration)
- Engaging coursework that integrates the fields of business; leadership and organizational change; and social, ethical and environmental responsibility
- Attending classes on a schedule convenient for senior leaders working full-time and for those who commute from outside the Chicago area (once a month on weekends, plus an annual 8-day intensive)
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 case-by-case basis.
Anna Amato, President, edtec central, Ferndale, MI
Searching for the links between culture and performance: An in-depth look at one company’s journey from imagined to transformational change.
Shannon Brown, Vice President, Exemplify, Naperville, IL
How do values-driven organizations manage critical incidents? The role of organizational identity, organizational culture, and sense-making.
Andrea Browne-Phillips, Principal, Madison Strategy Group, Washington, DC
What is the relationship between values-based leadership and business?
Kerrie Aman Carfagno, Adjunct Lecturer, John Carroll University, University Heights, OH
Social media’s impact on leadership and organizations during crisis management.
Basil Chen, Professor, Centennial College, Toronto, Ontario, Canada
Constructing positive organization identity with virtuous positive practices.
Mike Chikeleze, Associate Dean of Business, Cincinnati State College, Cincinnati, OH
What is your ethical leadership style? The creation and validation of an ethical leadership style questionnaire.
Lee DeRemer, Colonel (retired), U.S. Air Force; Associate, Booz Allen Hamilton, York, PA
The nature of mid-life introspection.
Barbara Fahey, President, Fahey Associates, Inc., Glen Ellyn, IL
How do a founder/entrepreneur’s values contribute to business viability?
Greg Hinton, Chief Diversity Officer, Democratic National Committee, Washington, DC
Top Talent: Leading diversity as a strategic resource in the corporate and government sectors.
Indigo Johnson, CEO, Careers in Transition, Atlanta, GA
Leading out of the darkness into the light: My story of building a business as a leader with bipolar disorder.
Denise Lackey, Emotional Resilience Practitioner, Step of Faith Health and Wellness Ministries, Inc., Cincinnati, OH
Self-regulation and heart rate variability biofeedback: Promoting psychological resilience in healthcare leaders.
Carolyn Maraist, Ed.D., Director, AAP, Glencoe, IL
A cross-cultural narrative exploration of the life stories of Chinese and American peacebuilders.
Premalatha (Prem) Mony, Physical Medicine Supervisor, Good Samaritan Hospital, Winfield, IL
Competing values in healthcare leadership.
Lee Murphy, CEO, Integrated Case Management, Naperville, IL
The impact of positive practices on performance.
Shaun Passley, CEO, Epazz, Chicago, IL
Growth process: Concept to self-sustaining enterprise.
Joe Ricciardi, Lieutenant Colonel, U.S. Army Reserves; Director, HAVI Global Solutions, Valparaiso, IN
To lead is to love: The role of love in leadership.
Kimberly Sebastian, Director, U.S. Cellular, Chicago, IL
Driving business performance amidst transformational change through the use of emotional intelligence.
Dave Smith, Lieutenant Colonel (retired), U.S. Air Force; Associate, Booz Allen Hamilton, Panama City, FL
How do leaders influence and maintain virtuous organizational cultures?
Joanna Beth Tweedy, Dean of Academic Affairs, Benedictine University, Springfield, IL
Sustainability and flourishing: What’s love got to do with it?
Benny White, Lieutenant Colonel (retired), U.S. Army; Consultant, Global Resource Solutions, Naperville, IL
Creation of the Return on Values pilot survey.
Otis Williams, CEO, Otis Williams Limitless, Cincinnati, OH
Courageous leadership: The causes and consequences of acting in a morally courageous way when faced with costly ethical dilmemmas.
Jacquelyn (Jackie) Woodard, Senior Vice President, RBS Citizens, Boston, MA
How the intentional focus on values and legacy transforms a seasoned leader.
Cohort 2 Students and Companies:
Walter Baehrend, Senior Manager, Alcatel-Lucent, Naperville, IL
Sherri Black, Senior Manager, Visteon Corporation, Dearborn, MI
Paul M. Booth, Jr., CEO, Momentum Restaurants/McDonald’s, Cincinnati, OH
Wayne Brown, Captain (retired), U.S. Coast Guard; Principal Analyst of Homeland Security, The SI Organization, Haymarket, VA
Steve Carter, President, The Carter Group, Chicago, IL
Donna Darr, Visiting Professor, Keller Graduate School of Management at DeVry University, Chicago, IL
Bryan Frederick, Associate Director, Benedictine University, Lisle, IL
Claude Grimes, Director, Human Resources, Siemens, Chicago, IL
Kathy Hannan, National Managing Partner, Diversity and Corporate Responsibility, KPMG, Chicago, IL
John Heiser, COO, Magnetrol International, Inc., Aurora, IL
Tina Huesing, Chief Consultant, Wyrmwood Consulting, Munich, Germany
Michael Kuppinger, EVP/GM of Engineering Services, Environmental Systems Design, Inc., Chicago, IL
Olinda Lemus, VP Regional Operations Manager, BMO Harris, West Chicago, IL
Michele (Shelly) Major, VP Chief Nursing Officer, The Methodist Hospitals, Mokena, IL
Jean Manning, VP Marketing and Communications, Cincinnati State Technical and Community College, Cincinnati, OH
Chantel Moore, Data Analyst/Accreditation Specialist, American Osteopathic Association, Aurora, IL
Mary Rosswurm, Executive Director, Little Star Center, Inc., Zionsville, IN
Clarke Sabandal, Regional VP, Fresenius Medical Care, Walnut Creek, CA
Matt Schatteman, General Sales Manager, Catching Fluidpower, Bolingbrook, IL
Kasey Short, Director, Menu Innovation, McDonald’s U.S.A., Oak Brook, IL
Remi Vespa, CEO, Blue Trail Software Holding, San Francisco, CA
Carla Worthey, AVP, Strategic Analytics, HCA, Inc., Nashville, TN
- Curriculum (is it exceptionally high-quality; does it focus on leading sustainable companies in today’s global economy; does it equip people to lead at four levels: personally, interpersonally, organizationally, and strategically?)
- Length of program
- Degree type (Ph.D., D.B.A., Ed.D., etc.)
- Target audience (i.e. senior leaders)
- Format: cohort or non-cohort
- When and where classes meet
- Scholar-practitioner vs. traditional program
- Use of visiting global thought leaders (scholars and executives)
- Number and quality of global exchanges
- Ability for students to be involved with faculty in leading-edge research initiatives
We found no other program that incorporates all of these features into the unique and powerful combination offered by our Ph.D./D.B.A. Program in Values-Driven Leadership.
There are a number of outstanding traditional Ph.D. programs in leadership, corporate responsibility, and corporate sustainability, but these programs are not targeted to senior leaders, and they require people to leave their jobs and become full-time students.
There are a number of excellent Ed.D. programs in leadership, but these focus primarily on leadership in higher education.
There are a number of high-quality Ph.D. programs in leadership for working professionals, but none of these are targeted specifically at senior leaders; offer both a Ph.D. and D.B.A. track; focus on strategic leadership at the forefront of business and society; or offer the same quality of global exchanges, research opportunities, and access to thought leaders from around the world. We believe we hold a strong competitive position in comparison to other Ph.D. and D.B.A. programs in leadership, sustainability, and organizational change.
Similarities to the Ph.D. OD program include:
- Tailoring the program to working professionals (weekend classes, etc.),
- Using a cohort model,
- Exposing students to state-of-the-art knowledge with an optimal blend of core faculty and visiting thought leaders,
- Engaging in global exchanges and international learning experiences,
- Establishing a leadership position in the field through research, publications, presentations, and leadership in professional associations.
Distinctive differences include:
- The Target Audience – While the Ph.D. OD is targeted at working professionals at all levels, the Ph.D./D.B.A. in Values-Driven Leadership is targeted at senior leaders (VP level and above).
- The Format – While the Ph.D. OD holds classes on weekends 16 times per year, the Ph.D./D.B.A. in Values-Driven Leadership holds classes on weekends once a month, plus an annual 8-day intensive.
- The Content – Whereas the Ph.D. OD curriculum focuses on organization development, the Ph.D./D.B.A. in Values-Driven Leadership curriculum focuses on three core areas only briefly addressed in the Ph.D. OD: (1) the theory and practice of leadership and leadership development, (2) strategic leadership in the global economy, and (3) leading corporate sustainability and social responsibility.
James D. Ludema, Ph.D., is Co-founder and Director of the Center for Values-Driven Leadership and a Professor of Leadership and Change at Benedictine University. Dr. Ludema’s book, The Appreciative Inquiry Summit: A Practitioner’s Guide for Leading Large-Scale Change is widely considered a classic in the field.
Michael Manning, Ph.D., is a Professor of Leadership, Strategy and Change and is an associate editor of the Journal of Applied Behavioral Science. Dr. Manning teaches and consults throughout the U.S. and internationally in Mexico, Europe, the Baltic States, the Middle East, and the Far East.
Marie Di Virgilio, Ph.D., Administrative Director and core faculty member, brings over 30 years of business experience, much of it with Allstate Insurance Company. She teaches internationally in Poland, the Czech Republic, France, Viet Nam, and Canada.
James (Gus) Gustafson, Ph.D., is the Director of Executive Education and Leadership Scholar-in-Residence. Dr. Gustafson is Chair of the Business Leadership Division on the International Leadership Association. Prior to coming to Benedictine, he was Director of Strategic Leadership Research, and Development and Organizational Transformation at U.S. Cellular.
Kevin Lynch, Ph.D., is the Executive-in-Residence and oversees research initiatives and the Center’s consulting work. He served as Chief Financial Officer for Pritzker Realty Group, a privately held company in Chicago with assets of more than $6 billion.
For more information, please visit our Faculty and Staff page.
- Dr. Robert Audi, Professor of Management and John A. O’Brien Professsor of Philosophy, University of Notre Dame;
- Dr. Richard Boyatzis, Professor in Organizational Behavior, Psychology, and Cognitive Science departments, Case Western Reserve University;
- Dr. Bruce Buchowicz, Professor and Chair of the Department of Leadership and Human Resource Management in the School of Business and Management at National University in La Jolla, California;
- Dr. Kim Cameron, Professor of Management and Organizations, University of Michigan;
- Dr. Anjan Chakravartty, Professor of Philosophy, University of Notre Dame;
- Dr. Yochi Cohen-Charash, Associate Professor, Department of Psychology, Baruch College and the Graduate Center of CUNY;
- Dr. John Ehrenfeld, retired Executive Director of the International Society for Industrial Ecology;
- Dr. Jeffrey Ford, Professor of Management in the Max M. Fisher College of Business at The Ohio State University;
- Dr. Ron Fry, Professor and Department Chair, Organizational Behavior, Weatherhead School of Management, Case Western Reserve University;
- Dr. Mary Gentile, Director, Giving Voice to Values, Senior Research Scholar, Babson College;
- Dr. Leigh Hafrey, Senior Lecturer, Behavioral and Policy Sciences, MIT Sloan School of Management;
- Dr. Stuart L. Hart, Samuel C. Johnson Chair in Sustainable Global Enterprise and Professor of Management at Cornell University’s Johnson School of Management;
- Dr. Mary Jo Hatch, C. Coleman McGehee Eminent Scholars Research Professor Emerita of Banking and Commerce, University of Virginia, Adjunct and Visiting Professor Copenhagen Business School, Visiting Professor Singapore Management University, and International Research Fellow, Said Business School, Oxford University;
- Dr. Bob Johansen, Distinguished Fellow, Institute for the Future;
- Dr. Chris Laszlo, Faculty Research Director of the Fowler Center for Sustainability Value at Case Western Reserve University;
- L. Hunter Lovins, J.D., President, Natural Capitalism Solutions;
- Dr. Rodney Ludema, Director of Graduate Studies, Department of Economics and School of Foreign Service, Georgetown University, former Senior Economist for President’s Council of Economic Advisors;
- Dr. G. Thomas Lumpkin, Chris J. Witting Chair in Entrepreneurship, Whitman School of Management, Syracuse University;
- Dr. Cynthia McCauley, Senior Fellow in Research and Innovation at the Center for Creative Leadership;
- Dr. Carlos Mora, Research Scientist, Center for Positive Organizational Scholarship, Ross School of Business at University of Michigan;
- Dr. Peter Northouse, Professor Emeritus of Communication, Western Michigan University;
- Dr. Marc Orlitzky, Chair, Professor in Management, The University of South Australia;
- Dr. Joyce Osland, Lucas Endowed Professor of Global Leadership and Executive Director of Global Leadership Advancement Center, San Jose State University;
- Dr. Bill Pasmore, Visiting Professor of Social-Organizational Psychology, Teachers College Columbia University; Organization Practice Leader, The Center for Creative Leadership;
- Dr. Ron Riggio, Henry R. Kravis Professor of Leadership and Organizational Psychology at the Kravis Leadership Institute, Claremont McKenna College;
- Dr. Abraham (Rami) Shani, Professor of Management, Orfalea College of Business, California Polytechnic State University
- Dr. Inger Stensaker, Professor in Strategic Change, NHH Norwegian School of Economics;
- Dr. Diane Swanson, The Edgerley Family Chair of Distinction, Professor of Management, Founding Chair, Business Ethics Education Initiative, College of Business Administration, Kansas State University.
Our distinguished visiting business leaders are listed below. To read their bios, please visit the “Visiting Business Leaders” tab on the left.
- Dr. Mona Amodeo, founder and President, idgroup;
- Mr. Chuck Bartels, retired Director for Global Social Responsibility and Knowledge Sharing, ManpowerGroup;
- Ms. Maureen Beal, CEO, National Van Lines;
- Mr. Mike Birck, retired founder and Chairman, Tellabs;
- Ms. Julie Brautigam, Director of Ethics, Compliance and Sustainability, Baxter International;
- Mr. Lyell Clarke, President and CEO, Clarke;
- Mr. John Coyle, Senior Vice President, Maddock Douglas;
- Dr. Tom Griffin, Independent Consultant, adjunct faculty, The Chicago School of Professional Psychology;
- Mr. Jim Kouzes, Best-selling author, former CEO, Tom Peters Company, Dean’s Executive Professor of Leadership, Leavey School of Business, Santa Clara University;
- Ms. Erin Meezan, Vice President of Sustainability, Interface, Inc.;
- Mr. Bill Pollard, former President and CEO, ServiceMaster;
- Mr. David Small, Vice President, McDonald’s Global Leadership Institute;
- Mr. Paul Spiegelman, founder, BerylHealth and Chief Culture Officer, Stericycle;
- Mr. Tom Walter, CEO and Chief Culture Officer, Tasty Catering, author of It’s My Company Too!;
- Mr. Dan Webster, author and founder of Authentic Leadership, Inc.
- Mr. David Ziegler, Chairman of the Board of Directors, Ace Hardware Corporation.
During the third year of the program, students work on their dissertations in collaboration with their dissertation committees. Typically, this is done via email and Skype or telephone conference calls so, except for graduation, students normally do not need to come to campus during their third year.
The Ph.D./D.B.A. program in housed in Benedictine University’s new, state-of-the-art College of Business building on the top floor, which is dedicated exclusively to our doctoral programs. The new building is scheduled to open in the fall of 2015. Benedictine University’s Lisle campus is located a convenient 30 minutes from Chicago’s O’Hare and Midway airports.
The tuition is $38,000 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.
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.
If you do apply for the program, we will be happy to put you in contact with some of our current students who can give you a first-hand account of the classroom experience.
We encourage you to learn more about the program from cohort members any time by watching our Ph.D./D.B.A. video playlist on our website. You may also want to attend a future Roundtable or Leadership Lecture Series event, which will be attended by many of our current students.
Meet the Students
The Ph.D./D.B.A. program in values-driven leadership is cohort based, placing you in the classroom with other senior leaders who will challenge your thinking and enrich your classroom experience.
Students come from a variety of different industries and include CEOs, senior vice presidents, lieutenant colonels, and other accomplished executives. Learn more about our students here.
“I was looking for a few specific things in a doctoral program: I wanted a strong set of classmates and a strong curriculum with access to thought leaders in the field. It needed to fit my lifestyle because I couldn’t put my career on hold. And I wanted a program that let me explore the breadth of a topic and then find my own niche. I found all those things at Benedictine.”
~ Jacquelyn Woodard,
Senior Vice President, RBS Citizens Financial Group, member of Cohort 1
Distinguished visiting scholars from leading institutions present side by side with the program’s core faculty. This exposes students to the latest research and theories in leadership, sustainability, and organizational change from the people who write them.
Global scholars value the opportunity to interact with the program’s exceptional students. As one distinguished visiting scholar reported:
“I can’t get the experience of Benedictine out of my mind. I think that something very special is going on in the values-driven leadership program. I know of no other program like it. I enjoyed every aspect of the weekend. It was incredibly stimulating to be around such highly motivated professionals who are intellectually curious and operating on a high level of moral reasoning.” -Diane Swanson, Ph.D., professor of management and the Edgerley Family Chair of Distinction at Kansas State University
View a list of our distinguished visiting scholars.
Read more about our scholar-practitioner approach.
Visiting Business Leaders
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.
View a list of our visiting executives.
Read more about our scholar-practitioner approach.