Transforming Leadership Education

In September, R. Dave Lebel, associate professor of business administration, began his tenure as director of the David Berg Center for Leadership and Ethics at Pitt Business. Dive into his inspiring vision and insightful reflections on the Center’s past achievements, current initiatives, and future aspirations.

Can you tell us what inspired you to pursue a career in leadership and ethics education?

In college, I quickly realized that I was very interested in the people side of business. Questions like what motivated people, how they work effectively in teams, and how they could thrive at work captivated me. This led me to major in management.

Since there were stark differences in culture at my first two jobs —one was open to employee input, and another was not — I decided to pursue a PhD in organizational behavior. I wanted to study what leads people to speak up or not at work.

Additionally, I have consistently taken on leadership roles at almost every stage of my life and career. From captaining the football team in middle and high school, leading consulting teams in my first jobs out of college, becoming president of the school PTO, and now director of the Berg Center, leadership has always been a part of my journey. My doctoral education focused on leadership, which has fueled my interest in what makes a great leader, how to develop leadership skills, and how to practice leadership daily.

What is your vision for the Berg Center and what are your top priorities as you begin your tenure?

I am taking a three-pronged approach to leading the Berg Center. First, thought leadership. I envision the Berg Center as a thought leader on topics of leadership and ethics, including employee voice, well-being, and equity, diversity, and inclusion (EDI). I will also be starting a new lab consisting of faculty and doctoral, post-doctoral, and undergraduate students to conduct new research on leadership. For example, we’re studying how leaders can effectively manage virtual vs. in-person meetings.

Second is collaboration. I am committed to collaborating with other centers at Pitt Business. For instance, there are natural synergies with the Center for Sustainable Business. We plan to work with them to help teach our students how to develop a moral compass and master complex problems, two fundamental aspects of being a strong leader. Additionally, we see a natural overlap with the Center for Healthcare Management, where we can develop leaders who care about employee well-being.

Third, educating leaders. I am committed to equipping leaders with the tools they need to succeed in today’s ever-changing work environment. For example, we are developing training on effectively implementing EDI at work. We are also working with faculty across the school to develop best practices for leaders to utilize flexible work arrangements to improve employee engagement and performance.

What do you see as the biggest challenges and opportunities facing the Berg Center today, and how do you intend to address them?

One of the biggest challenges is the backlash against EDI initiatives. This opposition is evident in the popular press, social media, and politics. The reality is that opponents often misunderstand the principles underlying these initiatives. For example, supporting fair pay practices means supporting equity, which is about developing procedurally just practices at work. Similarly, wanting innovative teams means supporting diversity. Research shows diverse teams outperform non-diverse ones in developing innovative ideas. Supporting engaged employees aligns with supporting inclusion, which ensures people feel they can bring their whole selves to work. Put this way, all leaders should strongly support EDI. Therefore, one of our goals is to support research and education on EDI, advocating for these principles in our research, education, and outreach.

How do you plan to engage the Pitt community in the Center’s activities and initiatives?

Through our programs, we aim to connect at all levels of the University, including faculty, students, and staff. For example:

• Leadership Development for Pitt Staff (COLE Program)
This program focuses on developing leadership skills
among university staff, including communication, mentoring, and talent development.

• David Berg Fellowship Program
This program helps 15 MBA students develop leadership skills by working with local organizations and providing a stipend for their time.

• Undergraduate Research 
We are expanding our impact at the undergraduate level by bringing on a group of students to help with research on leadership and ethics.