Nicholas Pearce
Nicholas A. Pearce

Clinical Assistant Professor of Management & Organizations

Print Overview

Dr. Nicholas Pearce serves as Clinical Assistant Professor of Management & Organizations and academic director of the MSMS Russell Fellows Program at Northwestern University's Kellogg School of Management. His research examines values-driven leadership, diversity & inclusion, collaboration, and change in organizations around the world. As a professor, executive adviser, and leadership coach, he has served several of the world’s premier for-profit and non-profit organizations, including Allstate Foundation, Aon Hewitt, Boston Scientific, BP, Chicago Public Schools, Chicago Urban League, Civic Consulting Alliance, Jones Lang LaSalle, KIPP Foundation, McDonald's, Novartis, Roman Catholic Archdiocese of Chicago, United States Olympic Committee, and WomenHeart.

Dr. Pearce also serves as Assistant Pastor of the historic Apostolic Church of God on Chicago’s South Side. He is an internationally sought-after preacher, teacher, and conference speaker, and is the youngest assistant pastor to serve Apostolic since the church’s founding in 1932. He is emerging as a trusted and influential voice whose ministry has already impacted tens of thousands of lives across cultural, generational, and denominational boundaries.

Dr. Pearce has been honored for excellence and promise as a scholar and leader by several organizations, including the U.S. Congressional Black Caucus Foundation, Mustard Seed Foundation, Wentcher Foundation, National Black MBA Association, and Union League Club of Chicago. He is a Fellow of Leadership Greater Chicago and has also been named one of Chicago’s 40 Game Changers (under 40). He and his work have been featured in global media outlets including BusinessWeek, Forbes, The Huffington Post, Marketplace, MSNBC, National Geographic, Newsweek, Time, and

Dr. Pearce holds the Ph.D. in Management & Organizations from the Kellogg School of Management at Northwestern University and the S.B. in Chemical Engineering & Management from the Massachusetts Institute of Technology, with a Religious Studies concentration earned in conjunction with the Harvard Divinity School.

Follow Professor Pearce on Twitter @NPEARCE1.

Areas of Expertise
Nonprofit Management
Organizational Change
Organizational Culture
Organizational Learning
Organizational Structure and Relationships

Print Vita
Ph.D, 2012, Management and Organizations, Kellogg School of Management, Kellogg PhD
M.S., 2009, Management & Organizations, Northwestern University, Kellogg School of Management
S.B., 2007, Chemical Engineering and Management, Concentration in Religious Studies, School of Engineering, Massachusetts Institute of Technology

Academic Positions
Clinical Assistant Professor, Management & Organizations, Kellogg School of Management, Northwestern University, 2013-present
Visiting Assistant Professor of Management & Organizations, Management & Organizations, Kellogg School of Management, Northwestern University, 2012-2013

Other Professional Experience
Assistant Pastor, Apostolic Church of God, 2012-present
Aon Hewitt Global Diversity and Inclusion Consulting Practice, 2012-2012
Northwestern University Center for Leadership, 2011-2012
Transporter Consulting Group, LLP, 2007-2007
Deloitte Consulting, LLP, 2004-2005

Grants and Awards
Northwestern Public Voices Faculty Fellow, The OpEd Project

Print Research
Research Interests
Institutional complexity, Leadership, Organizational change, Values-based organizations, Megachurches, Vocation

Perkins, Susan E, Katherine W. Phillips and Nicholas A Pearce. 2013. Ethnic Diversity, Gender, and National Leaders. Journal of International Affairs. 67(1): 85-104.
Livingston, Robert and Nicholas A Pearce. 2009. The Teddy-Bear Effect: Does Having a Baby Face Benefit Black Chief Executive Officers?. Psychological Science. 20: 1229-36.
Pearce, Nicholas ASusan E Perkins and Katherine W. Phillips. "Women Presidents Outperform Their Male Counterparts in Complex Economies." Huffington Post, January 31, 2014.
Pearce, Nicholas A. "The Leadership Lessons of Nelson Mandela.", December 12, 2013.
Pearce, Nicholas A. "The Challenge of the 'New Black Church'."

Print Teaching
Teaching Interests
Organizational behavior, Leadership in organizations, Values-based leadership, Group & team dynamics, Megachurch leadership & administration, Values & vocation in organizations
Full-Time / Part-Time MBA
Leadership in Organizations (MORS-430-0)

This course counts toward the following majors: Management & Organizations.

This course provides students with the social science tools needed to solve organizational problems and influence the actions of individuals, groups and organizations. It prepares managers to understand how to best organize and motivate the human capital of the firm, manage social networks and alliances, and execute strategic change. This is accomplished through knowledge of competitive decision making, reward system design, team building, strategic negotiation, political dynamics, corporate culture and strategic organizational design.

Leading and Managing Diverse Organizations (MORS-462-B)
Today's global marketplace is more diverse than ever before – on multiple dimensions. Leaders need specific tools & techniques to effectively understand, lead, and leverage others in these increasingly complex, more diverse organizations and markets. This course blends theoretical and practical, evidence-based insights to provide you with proven strategies & frameworks to successfully harness the power of diversity in organizations and markets.

Negotiations Fundamentals (MORS-960-C)
The purpose of this course is to study the process of how people reach agreement and to develop an analytical framework for reaching more effective agreements. The course is designed for participants to observe and learn experientially through the use of role-playing exercises. In-class discussions and lectures serve to supplement the exercises.

Executive Education
21st Century Management
Innovations in technology, business practices and employee expectations present great opportunities. But to maximize impact, leaders must ensure that their resources — human, technical and organizational — work in concert.

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