Kevin Groves, PhD

Research

Authored Books

• Groves, K. (2017). Winning Strategies: Building a Sustainable Leadership Pipeline through Talent Management and Succession Planning. Bozeman, MT: Second River Healthcare Press.

Refereed Journal Publications

• Lacey, M., & Groves, K. (2020). Approaches to develop high potential talent: Intended and unintended consequences. Accepted for publication in the Companion to Talent Management (Routledge Companions, Edited by Ibraiz Tarique). 
• Groves, K. (2020). Are you ready to lead Generation Z?: Core competencies for 21st century business leaders. Leadership Excellence (HR.com). 37 (3): 1-7. 
• Groves, K. (2019). Confronting an inconvenient truth: Developing succession management capabilities for the inevitable loss of executive talent. Organizational Dynamics, 48 (4): 1-12.  (https://doi.org/10.1016/j.orgdyn.2018.07.001).
• Groves, K. (2019). #MeToo movement exposes lack of succession planning. Chief Executive (January 9, 2019). https://chiefexecutive.net/metoo-movement-exposes-succession-planning/
• Groves, K. (2019). Examining the impact of succession management practices on organizational performance: A national study of U.S. hospitals. Health Care Management Review, October-December: 356-365. 
• Groves, K. (2018). Three ways Snap Inc. can weather its internal storm. Chief Executive (September 25, 2018). https://chiefexecutive.net/three-ways-snap-inc-weather-storm/
• Groves, K. (2017). The business case for succession management capabilities: Evidence-based strategies for developing talent and sustaining leadership continuity. Graziadio Business Review, Volume 20, Issue 1. Available at http://gbr.pepperdine.edu/2017/04/the-business-case-for-succession-management-capabilities/. 
• Vance, C., White, J., Groves, K., Paik, Y., & Guo, L. (2016). Comparing thinking style and ethical decision-making between Chinese and U.S. students: Potential for future clash? Journal of Business Ethics Education, 13: 117-146.
• Groves, K. (2016). Transformational leadership and follower reactions to change: A moderated mediation model of follower values and organization change magnitude. Journal of Leadership and Organizational Studies, August: 1-14.
• Groves, K., & Vance, C. (2015). Linear and nonlinear thinking: A multidimensional model and measure. Journal of Creative Behavior, 49 (2): 111-136.
• Groves, K., Feyerherm, A., & Gu, M. (2015). Examining cultural intelligence and cross-cultural negotiation effectiveness. Journal of Management Education, 39 (2): 209-243.
• Groves, K. (2014). Identifying high-potential healthcare leaders: Key findings from a qualitative study of exemplary health systems. Healthcare Workforce Advisor (HealthStream, Inc.), Summer: 10-15.
• Ettlie, J., Groves, K., Vance. C., & Hess, G. (2014). Cognitive style and innovation in organizations. European Journal of Innovation Management, 17 (3): 311-326.
• Groves, K. (2014). Examining leader-follower congruence of social responsibility values in transformational leadership. Journal of Leadership and Organizational Studies, 21 (3): 227-243.
• Lacey, M., & Groves, K. (2014). Talent management collides with corporate social responsibility: Creation of inadvertent hypocrisy. Journal of Management Development, 33 (4): 399-409.
• Vance, C., Groves, K., Hess, G., & White, J. (2013). The rational side of EQ: Illuminating emotional intelligence through the lens of linear/non-linear thinking style. International Journal of Social Science Research, 2: 16-25.
• Groves, K. (2013). Talent management success factors: Evidence-based strategies for driving hospital performance outcomes. HR Pulse (American Society for Health Care Human Resources Administration), Summer: 34-36.
• Groves, K., & LaRocca, M. (2012). Does transformational leadership facilitate follower beliefs in corporate social responsibility? A field study of leader personal values and follower outcomes. Journal of Leadership and Organizational Studies, 19 (2): 215-229.
• Vance, C., Groves, K., Gale, J., & Hess, G. (2012). Would future entrepreneurs be better served by avoiding university business education? Examining the effect of higher education on business student thinking style. Journal of Entrepreneurship Education, 15: 127-141.
• Groves, K., & LaRocca, M. (2011). Responsible leadership outcomes via stakeholder CSR values: Testing a values-centered model of transformational leadership. Journal of Business Ethics, 98 (1): 37-55.
• Groves, K., & LaRocca, M. (2011). An empirical study of leader ethical values, transformational and transactional leadership, and follower attitudes toward corporate social responsibility. Journal of Business Ethics, 103 (4): 511-528.
• Monson, J., & Groves, K. (2011). Leveraging action learning as a talent management strategy during economic uncertainty. Graziadio Business Review, 14 (3): 1-6.
• Groves, K., & Feyerherm, A. (2011). Leader cultural intelligence in context: Testing the moderating effects of team cultural diversity on leader and team performance. Group & Organization Management, 36 (5): 535-566.
• Groves, K., Vance, C., & Choi, D. (2011). Entrepreneurial cognition: Examining the thinking style differences between entrepreneurs and business managers, accountants, and actors. Journal of Small Business Management, 49 (3): 438-466.
• Groves, K. (2011). Talent management best practices: How exemplary health care organizations create value in a down economy. Health Care Management Review, 36 (3): 227-240.
• Paik, Y., Groves, K., Vance, C., & Li, D. (2011). Linear/nonlinear thinking style and ethical decision-making: U.S. versus Chinese Managers. Academy of Management Best Paper Proceedings, IM: 1-6.
• Groves, K. (2010). Talent management best practices: How exemplary organizations confront the emerging leadership crisis. Graziadio Business Report, 13 (1): 1-6.
• McEnrue, M.P., Groves, K., & Shen, W. (2010). Emotional intelligence training: Evidence regarding its efficacy for developing leaders. Leadership Review, 10 (Winter): 3-26.
• Groves, K., & Vance, C. (2009). Examining thinking style, EQ, and organizational commitment. Journal of Managerial Issues, 21 (3): 344-366.
• McEnrue, M.P., Groves, K., & Shen, W. (2009). Emotional intelligence training: The role of openness to experience, self-efficacy, and receptivity to feedback in enhancing gains achieved. Journal of Management Development, 28 (2): 150-174.
• Vance, C., Zell, D., & Groves, K. (2008). Considering Individual Linear/Nonlinear Thinking Style and Innovative Corporate Culture. International Journal of Organizational Analysis. 16 (4): 232-248.
• Groves, K., & Paunescu, C. (2008). Examining the antecedents and outcomes of Romanian entrepreneurial orientation. Management & Marketing Journal, 3 (3): 3-18.
• Groves, K., Vance, C., & Choi, D. (2008). An examination of the nonlinear thinking style profile stereotype of successful entrepreneurs. Journal of Enterprising Culture, 16 (2): 133-159.
• Groves, K., McEnrue, M. P., & Shen, W. (2008). Measuring and developing the emotional intelligence of leaders. Journal of Management Development, 27 (2): 225-244.
• Groves, K., Vance, C., & Paik, Y. (2008). Linking linear/nonlinear thinking style balance and managerial ethical decision-making. Journal of Business Ethics, 80 (2): 305-325.
• Groves, K., & Vance, C. (2007). Examining the affective commitment outcomes of managerial balanced thinking and emotional intelligence in high emotional labor contexts. Academy of Management Best Paper Proceedings, MOC: 1-6.
• Vance, C., Groves, K., Paik, Y., & Kindler, H. (2007). Understanding and measuring linear/nonlinear thinking style for enhanced management education and professional practice. Academy of Management Learning & Education, 6 (2): 167-185.
• Groves, K. (2007). Integrating leadership development and succession planning best practices. Journal of Management Development, 26 (3): 239-252.
• Vance, C., Groves, K., & Guo, L. (2006). Mainland Chinese—US entrepreneur comparison of linear/nonlinear thinking style profiles: Implications for national entrepreneurial success. International Journal of Business Research, 6 (3): 26-34.
• Groves, K. (2006). Leader emotional expressivity, visionary leadership, and organizational change. Leadership and Organization Development Journal, 27 (7): 565-582.
• Groves, K. (2006). View from the top: CEO perspectives on executive development and succession planning practices in healthcare organizations. The Journal of Health Administration Education, 23 (1): 93-110.
• McEnrue, M.P., & Groves, K. (2006). Choosing among tests of emotional intelligence: What’s the evidence? Human Resource Development Quarterly, 17 (1): 9-42.
• Groves, K. (2005). Linking leader skills, follower attitudes, and contextual variables via an integrated model of charismatic leadership. Journal of Management, 31 (2): 255-277.
• Groves, K. (2005). Gender differences in social and emotional skills and charismatic leadership. Journal of Leadership & Organizational Studies, 11 (3): 30-46.
• Vance, C., Groves, K., & Paik, Y. (2004). Measuring and building linear/nonlinear thinking style balance for enhanced performance. Academy of Management Best Paper Proceedings, MOC: F1-F6.
• Groves, K. (2003). The contribution of leader social and emotional skills to leadership effectiveness during strategic organizational change. Leadership Review, 3 (Winter): 75-90. 

Refereed Conference Proceedings and Presentations

• Groves, K. Developing and validating an executive potential assessment tool for succession planning. Accepted for presentation at the 2020 Academy of Management Annual Meeting, Vancouver, B.C.
• Groves, K., & Feyerherm, A. Identifying healthcare’s future leaders: Development of a leadership potential model for healthcare organizations. Accepted for presentation at the 2020 Academy of Management Annual Meeting, Vancouver, B.C.
• Lee, J., Paik, Y., Vance, C., Li, D., & Groves, K. (2019). The evolution of business ethics in China and the United States: Convergence, Divergence, or Crossvergence? Paper presented at the Academy of International Business Annual Meeting, Copenhagen, Denmark.
• Groves, K. (2018). Succession management capabilities: Requisite planning for the inevitable transition of executive talent. Paper presented at the Academy of Management Annual Conference, Chicago, IL.
• Groves, K. (2017). Developing and validating a succession management assessment for healthcare organizations. Paper presented at the Academy of Management Annual Conference, Atlanta, GA.
• Groves, K. (2017). Succession management at Sutter Health: A case study of leadership development and succession planning best practices. Paper presented at the Western Academy of Management, Palm Springs, CA.
• Groves, K. (2017). Developing leaders through strategy execution: Kaiser Permanente’s Strategic Leadership Program. Paper presented at the Western Academy of Management, Palm Springs, CA.
• Groves, K. (2016). Assimilating new leaders during unprecedented change: Executive onboarding at Cleveland Clinic. Paper presented at the Academy of Management Annual Conference, Anaheim, CA.
• Groves, K. (2015). Testing a moderated mediation model of transformational leadership, values, and organization change. Paper presented at the Academy of Management Annual Conference, Vancouver, BC.
• Groves, K. (2015). Talent Management and Succession Planning Best Practices: Assessing Impact on Financial, Workforce, and Value-based Purchasing Metrics. American Hospital Association Health Forum, Washington, D.C.
• Vance, C., Groves, K., Gale, J., & Hess, G. (2014). The impact of university business education on the thinking styles of prospective entrepreneurs: A longitudinal study. Academy of Business Research Conference, New Orleans, LA.
• Vance, C., Groves, K., & Paik, Y., White, J. (2014). Future Clash? Comparing Chinese and US Student Thinking Style and Ethical Decision-Making. Western Academy of Management Annual Conference, Napa, CA.
• Groves, K. (2014). Emerging evidence of the strategic impact and ROI of talent management practices. Society for Human Resource Management (Virginia Chapter), Hot Springs, VA.
• Groves, K. (2013). Delivering value to patients and employees through exemplary talent management: Strategies that impact clinical, financial, and workforce metrics. American Hospital Association Health Forum, Washington, D.C.
• Vance, C., & Groves, K. (2013). The value of high optimism for innovation and entrepreneurial success: The important medicating role of linear/nonlinear thinking style balance. Academy of Management Conference, Orlando, FL.
• Smith, Z, & Groves, K. (2013). Developing high performing advancement leaders: Results from a nationwide survey. CASE Leadership Summit, San Francisco, CA.
• Groves, K. (2013). Talent management characteristics of high-performing organization. CASE Strategic Talent Management Conference, Baltimore, MD.
• Ettlie, J., Groves, K., & Vance, C. (2013). Cognitive style, occupations, and innovative behaviors. International Product Development Management Conference, Paris, France.
• Paik, Y., Groves, K., & Vance, C. (2012). A Comparison of Ethical Decision-Making Between Chinese and American Managers: An Analysis Through the Lens of Linear/Nonlinear Thinking Style. Paper presented at the Academy of International Business Annual Conference, Washington, DC.
• Groves, K. (2012). Examining Leader-Follower Congruence of Social Responsibility Values in Transformational Leadership. Paper presented at the Western Academy of Management Annual Conference, La Jolla, CA.
• Vance, C., Groves, K., & Arrington, A. (2012). Avoiding the Perilous Scylla and Charybdis of Entrepreneurial Cognitive Bias Through Linear/Nonlinear Thinking Style Balance. Paper presented at the Western Academy of Management Annual Conference, La Jolla, CA.
• Ettlie, J.E., Groves, K. S., & Vance, C. M. (2011). The role of Thinking Style and Innovative
• Intentions for Optimal Creativity and Innovation in Organizations. Proceedings of the 44th
• Annual Hawaii International Conference on System Sciences, Honolulu, HI.
• Groves, K., & Vance, C. (2011). Linear and nonlinear thinking: A multidimensional model and measure. Academy of Management Annual Meeting, San Antonio, TX.
• Groves, K. (2011). Leader cultural intelligence and transformational leadership: Moderating effects of team diversity. Society of Industrial/Organizational Psychology Annual Conference, Chicago, IL.
• Groves, K., & LaRocca, L. (2011). Leader personal values, transformational leadership and follower outcomes. Society of Industrial/Organizational Psychology Annual Conference, Chicago, IL. Top Rated Paper Award.
• Groves, K., & LaRocca, M. (2010). Leader values and follower values congruence as key components of transformational leadership. Academy of Management Annual Meeting, Montreal, Canada.
• Groves, K., & Feyerherm, A. (2010). Leader cultural intelligence in context: Testing the moderating effects of team cultural diversity on leader and team performance. Western Academy of Management Annual Meeting, Kona, HI. Best Paper Award Nominee.
• Groves, K. (2010). Leader ethical values as key antecedents to transformational and transactional leadership. Western Academy of Management Annual Meeting, Kona, HI. Best Paper Award Nominee.
• Groves, K. (2010). The relationship between thinking style and entrepreneurial intent. Western Academy of Management Annual Meeting, Kona, HI.
• Groves, K. (2010). Leader CQ in context: Testing moderating effects of team diversity. Society of Industrial and Organizational Psychology Annual Conference, Atlanta, GA.
• Vance, C., & Groves, K. (2009) Toward a multidimensional framework of nonlinear thinking style. Academy of Management Annual Meeting, Chicago, Ill.
• Vance, C., & Groves, K. (2009). Linear and nonlinear thinking styles in business and management education. Academy of Management Annual Meeting, Chicago, Ill.
• Groves, K. (2009). The relationship between thinking style and entrepreneurial intent: A cross-cultural perspective. Academy of International Business Annual Meeting, San Diego, CA.
• Vance, C., & Groves, K. (2009). The rational side of EQ: Examining the roles of linear and nonlinear thinking style in emotional intelligence. Western Academy of Management Annual Meeting, Midway, Utah.
• Ettlie, J., Groves, K. & Vance, C. (2008). Thinking style and innovation intentions in organizations. Academy of Management Annual Meeting, Anaheim, CA.
• Groves, K. & Vance, C. (2007). Enhancing corporate entrepreneurship through thinking style balance. Academy of Management Meeting, Philadelphia, PA.
• Groves, K., McEnrue, M.P., & Shen, W. (2007). Managerial Emotional Intelligence, Affective Organizational Commitment, and Emotional Labor. Society of Industrial/Organizational Psychology (SIOP) Meeting, New York, NY.
• Groves, K. & Vance, C. (2007). Comparing corporate manager and entrepreneur thinking style profiles: Implications for enhancing corporate entrepreneurship and innovation effectiveness. Western Academy of Management Meeting, Missoula, MT.
• Vance, C., Zell, D., McGrath, C., & Groves, K. (2007). Building and sustaining an innovative corporate culture through individual linear/nonlinear thinking style balance. Western Academy of Management Meeting, Missoula, MT.
• Groves, K., McEnrue, M.P., & Shen, W. (2006). Measuring and developing the emotional intelligence of leaders. Academy of Management Meeting, Atlanta, GA.
• Vance, C., Groves, K., & Guo, L. (2006). Linear/nonlinear thinking style balance and national entrepreneurial success: An exploratory comparison between mainland Chinese and US entrepreneurs. International Symposium on Entrepreneurship Research and Education, Nankai University, Tianjin City, China. Outstanding Paper Award.
• McEnrue, M.P., & Groves, K. (2006). Measuring and training emotional intelligence: A prerequisite for innovation. Western Academy of Management Meeting, Long Beach, CA. Best Paper Award.
• Groves, K., McEnrue, M.P., & Shen, W. (2006). Preliminary validation of an emotional intelligence measure for employee development. 21st Annual Society of Industrial/Organizational Psychology Meeting, Dallas, TX. Top twenty rated paper award.
• Vance, C., Groves, K., & Choi, D. (2006). Analysis of successful entrepreneur thinking style profile: High nonlinear or balanced?. Western Academy of Management Meeting, Long Beach, CA.
• Williams, L., Groves, K., McGuire, S., & Ala, M. (2006). Antecedents of entrepreneurial behavior at the individual, firm, and societal levels. Western Academy of Management Meeting, Long Beach, CA.
• Groves, K., Vance, C., & Paik, Y. (2005). Linking linear/nonlinear thinking style balance and managerial ethical decision-making. Academy of Management Meeting, Honolulu, HI.
• Groves, K. (2005). Integrating leadership development and succession planning best practices. Academy of Management Meeting, Honolulu, HI.
• Groves, K. (2005). Bearing the responsibility for leadership development and succession planning: The new challenge for managers. Western Academy of Management Meeting, Las Vegas, NV.
• Groves, K. (2004). Linking leader skills, follower attitude, and context via an integrated charismatic leadership model. Academy of Management Meeting, New Orleans, LA.
• Vance, C., Groves, K., & Kindler, H. (2004). Thinking outside the litter box: Measuring and building thinking style balance for enhanced performance. Western Academy of Management Meeting, Anchorage, AK. Best Paper Award Finalist.
• Paik, Y., Vance, C., & Groves, K. (2004). New cross-cultural leadership for effective global management: Calling for increased linear/nonlinear thinking style balance. Cross Cultural Leadership and Management Meeting, Seoul, South Korea.
• Jones, M., Groves, K., McEnrue, M.P., & Newth, F. (2004). Self discovering the values and competencies of leadership in educational settings. International Leadership Association Meeting, Washington, D.C.
• Groves, K. (2003). Leader social and emotional skills and follower openness to change as key components of charismatic leadership. Western Academy of Management Meeting; Palm Springs, CA. Best Paper Award.
• Groves, K.  (2003). Gender differences in social and emotional skills and charismatic leadership. Academy of Management Meeting; Seattle, WA.
• Vance, C., McGrath, C., Zell, D., Young, A., & Groves, K. (2003). Empowerment in paradox: Exploring disempowerment as a neglected construct pointing to untapped opportunities for enhanced organizational performance. Western Academy of Management Meeting; Palm Springs, CA. 

Refereed Conference Symposia

• Maric, S., Milosevic, I., Bass, E., Uhl-bien, M., Groves, K., Feyerherm, A., Silvera, G., Clark, J., vogus, T., Lord, J., runk, R., Hollingsworth, J., Owen-Smith, J., Kim, K., & Twyman, M. (2020). Future of leadership in healthcare: Enabling complexity dynamics across levels. Accepted symposium presentation at the Academy of Management Annual Meeting, Vancouver, B.C.
• Tompkins, T., Livingstone, L., Groves, K., Ledbetter, B., Kerns, C., Allen, M., Mallinger, M., Lacey, M., Feyerherm, A., & Mangiofico, G. (2013). A leadership salon: Reframing old concepts for a new age. Symposium presentation at the Western Academy of Management Annual Meeting, Santé Fe, NM.
• Van Dyne, L., Ang, S., Groves, K., Ng, K., Gianasso, G., Fehr, R., Kuo, E., Moon, H., Choi, B., Jung, J., & Kim, Y. (2011). More complex models of cultural intelligence: Moderated and longitudinal relationships. Society of Industrial and Organizational Psychology Annual Conference, Chicago, IL.
• Beenen, G., Muse, L., Pichler, S., Groves, K., Lopes, P., Mayes, B., Riggio, R., & Maellaro, R. (2010). Exploring managerial effectiveness through interpersonal skills. Academy of Management Annual Meeting, Montreal, Canada.
• Drost, E., Williams, L., McGuire, S., Groves, K., & Prahbu, V. (2010). Types and antecedents of entrepreneurial intent: Evidence from the U.S. Western Academy of Management Annual Meeting, Kona, HI.
• Ang, S., Van Dyne, L.V., Groves, K., Lee, Y., Masuda, A., Cardona, P., Kim, Y., Rockstuhl, T., Ng, K., & Lievens, F. (2010). Advancing cultural intelligence research: Moderating influences of person and context. Society of Industrial and Organizational Psychology Annual Conference, Atlanta, GA.
• Cox, L., Groves, K., & Sommer, S. (2009). The psychological state of successful entrepreneurs. Western Academy of Management Annual Meeting, Midway, Utah.
• Drost, E., Atkinson, D., Romero, P., Groves, K., McGuire, S., Kwong, K., & Prabhu, V. (2009). Variations of entrepreneurial intent across cultures: Emerging evidence from USA, China, Russia, Bulgaria, and Finland. Academy of International Business Annual Meeting, San Diego, CA.
• Armstrong, S., Cols, E., Groves, K., Kozhevniknov, M., Sadler-Smith, E., & Vance, C. (2009). Thinking styles in managerial learning, cognition, and behavior: An integrative overview (Symposium). Academy of Management Annual Meeting, Chicago, Ill.

Manuscripts Under Review & Developing Papers

• Lee, J., Vance, C., Paik, Y., Li, D., & Groves, K. The Evolution of Business Ethics in China and the United States: Convergence, Divergence, or Crossvergence? Under review at Management & Organization Review.
• Groves, K., & Feyerherm, A. Developing an executive potential model for the new era of work and organizations. Under review at Journal of Leadership & Organization Studies.
• Lacey, M. & Groves, K. Inclusivity vs. elitism: The challenge of high potential programs for inclusive organizations. Paper under development for journal submission.  
• Groves, K. Assessing leadership potential: A longitudinal assessment of high-potential leadership for executive roles. Target journal: Journal of Management.
• Groves, K. Examining the sustained impact of succession management practices on business performance metrics (2014-2018). Target journal: Human Resource Management Journal.
• Paik, Y., Groves, K., Vance, C., & Li, D. A comparison of ethical decision-making between Chinese and American managers: An analysis through the lens of linear/nonlinear thinking style. Target journal: Journal of International Business Studies.
• Groves, K. Leader cultural intelligence and transformational leadership: Moderating effects of team diversity. Target journal: The Leadership Quarterly.     
• Groves, K. Values-centered transformational leadership: Testing the impact of leader values and leadership style on follower outcomes. Target journal: Academy of Management Journal.

Awards

• 2019:  Fulbright U.S. Scholar Program, Grant Application for 2020/21
• 2018:  Funds for Excellence, Graziadio Business School, Pepperdine University
• 2017:  Funds for Excellence, Graziadio Business School, Pepperdine University
• 2014:  Denney Chair Professorship (2014-2015), Graziadio School of Business & Management, Pepperdine University, Los Angeles
• 2013:  Funds for Excellence, Graziadio School of Business & Management, Pepperdine University
• 2012:  Funds for Excellence, Graziadio School of Business & Management, Pepperdine University
• 2012:  Provost’s Grant, Pepperdine University, Los Angeles
• 2010:  Funds for Excellence, Graziadio School of Business & Management, Pepperdine University, Los Angeles
• 2008:  Julian Virtue Professorship (2008-2010), Graziadio School of Business & Management, Pepperdine University, Los Angeles
• 2006:  PepsiCo Foundation Grant, PepsiCo Leadership Center, California State University, Los Angeles
• 2006:  CSULA Assessment Project Grant, Assessment Project Grants Program, California State University, Los Angeles, CA
• 2002:  Student Commencement Speaker, Claremont Graduate University, Claremont, CA
• 2001:  John Randolph Haynes Dissertation Grant, Claremont Graduate University, Claremont, CA
• 1999:  Sigma Xi Honor Society, Claremont Graduate University, Claremont, CA
• 1997:  Phi Kappa Phi Honor Society, Eastern Washington University, Cheney, WA
• 1997:  Mary Shields Wilson Award Recipient, Eastern Washington University, Cheney, WA

Presentations

• Webinar, June 2nd, 2020
  Leading Strategic Planning During Unprecedented Uncertainty
  Pepperdine Graziadio Business School, Los Angeles
• Keynote Address, February 5, 2019
  Preparing Your Organization for the Inevitable Transition of Healthcare Executive Talent
  Healthcare Executives of Southern California, Upland, CA
• Invited Research Presentation, February 20, 2019
  Leadership Academy for Mid-Level Professionals
  CASE Annual Conference, Anaheim, CA
• Keynote Address, March 22, 2019
  Succession Planning Principles & Practices: A Guide for Developing Your Firm’s Succession Management Capabilities (SMCs)
  Western Legal Leadership Council Spring Roundtable 2019, Los Angeles, CA
• Invited Research Presentation, June 29, 2019
  Developing & Validating an Executive Potential Assessment Tool for Succession Planning
  Pepperdine Graziadio Business School DBA & CAR Conference, Malibu, CA
• Keynote Address, October 27, 2018
  Succession Planning Capabilities & Practices
  Paul Mitchell Schools Annual Summit, Newport Beach, CA
• Invited Research Presentation, July 19th, 2018
  Succession Management Capabilities: Identifying and Developing Willamette Valley Medical Center’s Future Leadership Talent
  Willamette Valley Medical Center, McMinnville, OR
• Keynote Address, June 22nd, 2018
  Succession Planning Excellence: Preparing Your Organization for the Inevitable Loss of Executive Talent
  University of California, Irvine, CA
• Panel Presentation on The State of Healthcare (LA Business Journal), May 15th, 2018
  Talent Management and Succession Planning Practices in Healthcare
  City Club Los Angeles, Los Angeles, CA
• Invited Research Presentation, May 10th, 2018
  Succession Management Capabilities: Identifying and Developing McLaren’s Future Executive Talent
  McLaren Health Care, Grand Blanc, MI
• Invited Research Presentation, December 12th, 2017
  Best Practice Strategies for Succession Management: Critical Capabilities for a VUCA Environment
  Zurick Davis, Woburn, MA
• Invited Research Presentation, November 7th, 2017
  Succession Planning & Talent Management: Critical Capabilities for a VUCA Environment
  Claremont Graduate University, Claremont, CA
• Invited Research Presentation, April 21st, 2017
  Talent Management & Succession Planning: Best Practices for our VUCA Environment
  Rotary Club of Santa Monica, Pacific Palisades, CA
• Invited Research Presentation, February 17th, 2017
  Leading Change in a VUCA Environment: Talent Management Lessons from the Healthcare Industry
  Anthem/Blue Cross, Los Angeles, CA
• Invited Research Presentation, April 25th, 2017
  Emotional Intelligence for Leaders: Assessing & Developing Your EQ Competencies
  Roteract Young Professionals, Long Beach, CA
• Invited Research Presentation, October 14th, 2017
  Graziadio Day: Succession Planning & Talent Management Practices
  Graziadio School of Business and Management, Los Angeles, CA
• Invited Research Presentation, May 25th, 2017
  Emotional Intelligence: How EQ Competencies Drive Personal & Organizational Success
  Laserfiche, Long Beach, CA
• Invited Research Presentation, March 21st, 2017
  Leading Change in a VUCA Environment: Talent Management Lessons from the Healthcare Industry
  Beachbody, Santa Monica, CA
• Invited Research Presentation, February 5th, 2016
  Succession Planning & Talent Management: Strategies for Developing the Next Generation of Banking Executives
  Carpenter Advisory Services, Newport Beach, CA
• Invited Research Presentation, August 18th, 2015
  Assessing the Health of Your Current Talent Management Ecosystem
  PeopleFluent Webinar, Waltham, MA
• Invited Research Presentation, September 10th, 2015
  Why Talent Management Matters for Healthcare: Sharpening the Business Case and Engaging Executives
  PeopleFluent Webinar, Waltham, MA
• Invited Research Presentation, September 24th, 2015
  Onboarding Healthcare Leaders that will Drive Diversity—and Success
  PeopleFluent Webinar, Waltham, MA
• Invited Research Presentation, April 24th, 2015
  Establishing the ROI of Talent Management Practices in Healthcare Organizations
  Talent Management Symposium
  Pepperdine University, Los Angeles, CA
• Invited Research Presentation, September 25th, 2014
  Emerging Evidence of the Strategic Impact and ROI of Talent Management Practices
  Cigna’s Talent 2025, Bloomfield, CT
• Invited Research Presentation, February 20th, 2014
  Six Talent Management Best Practices to Improve Patient Satisfaction and Workforce Outcomes
  Halogen’s Healthcare Learning Series, Toronto, CA
• Invited Research Presentation, February 9th, 2014
  Talent Development and Succession Management Practices in Healthcare Organizations
  Healthcare Human Resources Management Association of California, Palm Springs, CA
• Invited Research Presentation, November 12th, 2013
  Impact of Talent Management Practices on Hospital Performance Metrics
  American Hospital Association’s Health Forum, Chicago, IL
• Invited Research Presentation, April 19th, 2013
  Talent Management Characteristics of Healthcare Organizations, Talent Management Symposium
  Pepperdine University, Los Angeles, CA
• Invited Research Presentation, May 19th, 2012
  The Business Case for Talent Management: Examining Performance Outcomes of High Potential Leader Identification and Development Practices
  International Society for Performance Improvement
  American Honda Motor Company, Inc., Torrance, CA
• Invited Consulting Practice Symposium; Consulting Club (Full-time MBA Program), September 13th, 2011
  Organization Development Consulting: Roles and Challenges
  Pepperdine University, Malibu, CA
• Invited Research Presentation; GSBM Academic Forum, February 8th, 2011
  Responsible Leadership Outcomes via Stakeholder CSR Values: Testing a Values-Centered Model of Transformational Leadership
  Pepperdine University, Los Angeles, CA
• Invited Research Presentation, December 20th, 2010
  Action Learning Project Best Practices
  The Aerospace Corporation, El Segundo, CA
• Human Resource/Organization Development Colloquium, December 3rd, 2010
  Establishing the Business Case for Talent Management: Developing High Potential Leaders through Action Learning Projects
  American Society for Training & Development (ASTD), Torrance, CA
• Invited Symposium Presentation, August 31st, 2010
  Talent Management Best Practices: Identifying and Developing High Potential Leaders
  Pepperdine University, Malibu, CA
• Invited Practitioner Conference Presentation, November 6th, 2009
  Emotional Intelligence Testing: Employee Selection, Advancement, & Development Applications
  Personnel Testing Council of Southern California, Anaheim, CA
• Human Resource/Organization Development Colloquium, October 16th, 2009
  Talent Management Best Practices: Identifying and Developing High Potential Leaders
  American Society for Training & Development (ASTD), Torrance, CA
• Invited Leadership Research & Practice Presentation, July 20th, 2009
  Transformational Leadership: Leading with Emotional Intelligence, Cultural Intelligence, & Innovative Thinking Style
  The Coca-Cola Company, Irvine, CA
• Invited Research Presentation; GSBM Academic Forum, March 10th, 2009
  Values-centered Leaders: Examining Leader Ethics, Trust, and Values Congruence as Key Components of Transformational Leadership
  Pepperdine University, Los Angeles, CA
• Invited Research Presentation, February, 2007
  Leveraging Emotional Intelligence for Enhanced Leadership Performance
  Loyola Marymount University, Los Angeles, CA
• Invited Research Presentation, January, 2007
  Linear/Nonlinear Thinking Styles and Leadership Performance
  University of San Francisco, San Francisco, CA
• Invited Research Presentation, October, 2006
  Managerial Thinking Styles and Entrepreneurial Behavior
  Economics & Business Society, California Polytechnic State University, San Luis Obispo, CA
• Invited Research Presentation, December, 2005
  Examining the Effects of Leader Emotional Intelligence and Charisma on Organizational Change and Employee Creativity
  California Polytechnic State University, San Luis Obispo, CA

Grants

2014: Denney Chair Professorship (2014-2015), Graziadio School of Business & Management, Pepperdine University, Los Angeles

2013: Funds for Excellence, Graziadio School of Business & Management, Pepperdine University

2012: Funds for Excellence, Graziadio School of Business & Management, Pepperdine University

2012: Provost's Grant, Pepperdine University, Los Angeles

2010: Funds for Excellence, Graziadio School of Business & Management, Pepperdine University, Los Angeles

2008: Julian Virtue Professorship (2008-2010), Graziadio School of Business & Management, Pepperdine University, Los Angeles

2006: PepsiCo Foundation Grant, PepsiCo Leadership Center, California State University, Los Angeles