Sally Blount was named dean of the Kellogg School of Management at Northwestern University in 2010. An internationally recognized thought leader in management, negotiation and behavioral decision-making, Blount brings more than 25 years of experience in business education. She is a proud alumna of Kellogg, where she received her Ph.D. in management and organizations in 1992.

Visit About Dean Blount for a full bio.

• Ph.D., 1992, Organizational Behavior, Kellogg School of Management, Northwestern University
• M.S., 1991, Organizational Behavior, Kellogg School of Management, Northwestern University
• B.S.E., 1983, Engineering Systems and Economic Policy, School of Engineering and Applied Science and Woodrow Wilson School of International and Public Affairs, Princeton University, High Honors

• Dean, Kellogg School of Management, Northwestern University, 2010-present
• Michael Ludwig Nemmers Professor of Management & Organizations, Kellogg School of Management, Northwestern University, 2010-present
• Advisor to the President and Provost for Global Integration, New York University, 2007-2010
• Abraham L. Gitlow Professor of Management and Organizations, New York University, 2004-2010
• Vice Dean , New York University, 2004-2010
• Dean of the Stern School of Business Undergraduate College, New York University, 2004-2010
• Professor of Management, Stern School of Business, New York University, 2001-2004
• Associate Professor of Behavioral Science , Booth School of Business, University of Chicago, 1996-2001
• Assistant Professor of Behavioral Science , Booth School of Business, University of Chicago, 1992-1996
• Instructor/Research Assistant, Kellogg School of Management, Northwestern University, 1988-1992

• Director of Finance and Planning, Eva Maddox Associates, Inc., 1985-1988
• Associate Consultant, Boston Consulting Group, Inc., 1983-1985

• Division Chair, Academy of Management , 2004-2005
• Program Chair, Academy of Management , 2002-2003
• Review Panel member, National Science Foundation , 2002-2004
• Doctoral Consortium Coordinator, Academy of Management , 2001-2002
• Principal Investigator, National Science Foundation, 2001-2005
• Research Scholar, Enron Corporation, 2001
• Best Paper Award, Academy of Management Proceedings, 2000
• Principal Investigator, National Science Foundation, 1998-1999
• Executive Board member, Economic Science Association, 1997-2000
• Alumni Advisory Board member, Princeton University School of Engineering, 1996-2002
• Research Scholar, James S. Kemper Foundation, 1996-1997
• Best Dissertation Award, International Association for Conflict Management, 1993
• Austin Scholar, J. L. Kellogg Graduate School of Management, 1988
• Sheldon Research Prize, Tau Beta Pi, Sigma Xi, Princeton University, 1982-1983
• Visiting Scholar, Institute of Applied Systems Analysis, 1982

Leading Organizational Transformation (KACIX-469-0)
This course takes the perspective of chief executives who operate at "height and scale." It explores what management and leadership look and feel like when you oversee 1,000 to 100,000 people and $500M to billions in revenue. How do you lead when you are only one person and you can't "do" the work of the organization yourself, you can only steer the course of those who do? To make this perspective concrete, we will start by identifying five growth archetypes commonly found in large organizations. With this orienting framework in hand, we will study the four key levers that leaders have available to them for shaping and strengthening the large, complex organizations they lead and how these change across the archetypes. These include: • Building your senior leadership team • Setting an organizational growth agenda • Building out strategic communications capabilities • Understanding and leveraging your own social capital

Leadership: Power, Politics and Talk (KACI-469-5)

**This course was formerly known as MORS-942-B**

This course requires a weekly discussion section in addition to the weekly lecture. Registration for a discussion section will happen separately (after bidding and registration) but please plan accordingly using the information below

Fall 2016, 2nd 5 weeks
Plenary/Lecture: Tuesdays, 6:30 to 8:30 p.m. plus a required one-hour weekly discussion section

Discussion Section Options
Options for FT students only:

• Thursdays, 11:00am-12:00pm (Prof. Shana Carroll)
• Thursdays, 2:00pm-3:00pm (Prof. Bernie Banks)
• Thursdays, 3:30pm-4:30pm (Prof. Bernie Banks)
• Friday, 11:00am-12:00pm (Prof. Diana Cordova)

Options for PT students only:

• Tuesdays, 5:15-6:15pm (Prof. Diana Cordova) Jacobs Center
• Thursdays, 7:30am-8:30am (Prof. Shana Carroll) Wieboldt Hall

Building on MORS-430 (Leadership in Organizations), this 5-week course moves the focus from mid-level leadership to the senior executive level of the organization. The goal is to provide insight into leading at "height and scale" - that is, what management and leadership look and feel like when you oversee 1,000 to 100,000 people and $500M to billions in revenue. How do you lead when you are only one person and you can't "do" the work of the organization yourself, you can only steer those who do?

To make this perspective as concrete as possible, we will focus on four key behavioral levers/activities that leaders have available to them to shape and have impact within large, complex organizations.

Four Key Behavioral Levers/Activities:
- Establishing a power base ("power")
- Navigating the organizational dynamics of change ("politics")
- Honing and leveraging your communications skills ("talk")
- Building your senior leadership team

The 1/2 credit course will include 5 plenary sessions (2 hours/session) and 5 small-group discussion sections (1 hour/session). Each plenary session will combine lecture and senior executive guest speakers who will build on that week's topic by sharing their own insights and experiences. Discussion groups will follow each plenary as forums for reacting and engaging in dialogue with a smaller group of classmates about lecture content, readings and speakers.