Bernard banks
Bernard (Bernie) Banks

Associate Dean for Leadership Development
Clinical Professor of Management

Print Overview

Bernard (Bernie) Banks is a noted expert on the subjects of leadership and organizational change. Currently, he is the Associate Dean for Leadership Development and a Clinical Professor of Management at Northwestern University's Kellogg School of Management. As an Associate Dean, Bernie possesses responsibility for leader development integration across the school's global portfolio of programs.

Bernie retired from the Army as a Brigadier General in 2016 after having successfully led West Point's Department of Behavioral Sciences & Leadership from 2012-2016. In addition to having studied leadership extensively, he has led multiple military units ranging in size from 10 to 500 people. In 1995, Bernie was selected from over 40,000 officers to receive the Army's top award for entry-level managers (General Douglas MacArthur Leadership Award). In 2006, the Apache Helicopter unit he was leading in South Korea was designated as the top Apache Helicopter unit globally in the U.S. Army's annual best aviation unit competition.

A West Point graduate, Bernie is broadly educated. He holds graduates degrees from Northwestern, Columbia, and Harvard Universities. Additionally, he earned his Ph.D. in social-organizational psychology from Columbia University. Bernie's work has been published in a variety of outlets (e.g., Harvard Business Review, Military Psychology, New York Times). Furthermore, he has worked extensively with organizations across all sectors concerning their leader development efforts (e.g., Procter and Gamble, Mercedes Benz, General Electric, IBM, 7-Eleven, The US Forest Service, International Chiefs of Police).

Areas of Expertise

Leader Development
Organizational Change
Organizational Culture

Print Vita
Bachelor of Science, 1987, Political Science, United States Military Academy
Master of Public Administration, 2002, Leadership, Kennedy School of Management, Harvard University
Master of Business Administration, 2008, General Management, Kellogg School of Management, Northwestern University
Master of Business Administration, 2008, General Management, Schulich School Of Business, York University
Master of Arts, 2009, Organizational Psychology, Columbia University
Master of Philosophy, 2011, Social-Organizational Psychology, Columbia University
Doctor of Philosophy, 2012, Social-Organizational Psychology, Columbia University

Academic Positions
Instructor, Assistant Professor, and Department Executive Officer (Chief of Staff), Department of Behavioral Sciences & Leadership, United States Military Academy at West Point, 2002-2004
Academy Professor, Deputy Department Head and Department Head, Department of Behavioral Sciences & Leadership, United States Military Academy at West Point, 2009-2016

Other Professional Experience
US Army Officer, 1987-2016

Print Research
Research Interests

Leader Development, Leadership, Organizational Change, Culture

Banks, Bernard (Bernie). ""Why Nike's Pro Hijab Is More Than Just Politics"." Fortune Magazine Online, March 2017.
Banks, Bernard (Bernie). ""To Develop Cultural Dexterity Seek It Out"." Harvard Business Review Online, June 2016.

Print Teaching
Teaching Interests

Leadership, Organizational Change

Full-Time / Evening & Weekend MBA
Leader Development Models and Practices (KACI-930-5)
This is an integrative course in leader development that deals with a core competency and responsibility for managers: developing leaders. In short, it concentrates on how we, as leaders in organizations, can develop others to realize their potential. Growing other’s talents helps managers to accomplish the mission and improve their organizations. The course builds upon MORS 430-0 (which examined leadership in organizations from a variety of perspectives). This course seeks to integrate much of the theoretical work associated with constructs related to organizations, leadership, and adult development in order to provide you a more complete understanding of how leaders are nurtured. At the end of the course, you should be able to more cogently analyze developmental needs and situations. You will learn how to develop effective strategies and tailor leader development experiences for subordinates so that they more fully embody the competencies and character desired by their organizations.