"Experiential learning is an essential component of taking disciplined understanding and applying it in the workforce."
My expertise is 30+years as a senior executive. Experiential learning is an essential component of taking disciplined understanding and applying it in the workforce. Theory of understanding. Candidates receive disciplined frameworks. They're receiving disciplined information, and when they put it into practice, it becomes actionable knowledge. I got my doctorate late in life. I retired and was living a nice life, but I decided I wanted to give back to the community that offered me so much. From my standpoint, it was essential for me to give to the community that gave me opportunities along the way.
The other aspect is, I teach organizational leadership. What I bring to organization leadership is framing within three intelligences - cognitive, emotional and social intelligence. When you got to become an MBA candidate, it was your cognitive that got you here, then you used emotional intelligence for two years and finally application into social intelligence. That is my framework of leadership understanding. We know empirically that 15 percent comes from cognitive intelligence. So, I spend a lot of time on emotional and social intelligence because they're 85 percent of what will make you successful.
Professor Ettner's 30 year career as an executive focused on the building and operation of publicly held and private companies. A graduate of Willamette University (1973), University of Oregon (1975 – Masters of Urban Planning), and Case Western Reserve University (2006 - Doctor of Management), Ettner operated a NYSE Real Estate Investment Trust and most recently (1990 – 2000), a private partnership with Donaldson, Lufkin, & Jenrette (Credit Suisse).
Ettner semi–retired in 2001 to pursue personal investments and transition to teaching management. During this time he facilitated learning at Case Western Reserve University (corporate governance and ethics), Lake Forest Graduate School of Management (leadership), Loyola University – Chicago (strategic management and real estate strategy and investment), and Atkinson Graduate School of Management (organizational leadership, managing organizations – Oregon Ethics in Business Award project, and PACE experiential learning). He presently serves on a private company's board of directors, is President of the Doctor of Management Association (Case Western), is a Deans Advisory Council member (Weatherhead School of Management), and various faculty committees. In 2005 Ettner was selected as a national examiner for the Malcolm Baldrige National Quality Award. His hobbies include golf, skiing, scuba diving, and Oregon wine tasting.
Professor Ettner is also a Managing Partner at Trinity Capital Parnters, LLC.
- D.M., Case Western Reserve University
- M.U.P., University of Oregon
- B.A., Willamette University
Class Topics Covered
Experiential learning - the application of information to become knowledge.
Organizational leadership in emotional and social intelligence.
Early Career MBA - PACE Program Coordinator (Non-Profit Partnership, Leading in an Ethical and Sustainable Organization.
MBA for Professionals - LEAD. Managing organizations; design and change.
Ahn, M. & Ettner. L. (2013). "Cultural Intelligence (CQ) in MBA Curricula," in Multicultural Education & Technology Journal.
Ahn, M. & Ettner, L. (2013). "Values-Based Leadership: Enduring Lessons from the Aeneid," in G.P. Prastacos, et al (Eds.), Leadership and Management in a Changing World, Springer-Verlag Berlin, Heidelberg.
Ahn, M. & Ettner, L. (2013). "Are Leadership Values Different Across Generations? : A Comparative Leadership Analysis of CEOs and MBAs," in Journal of Management Development.
Ettner, L. & Ahn, M. (2012). "Wrangling Along: Governance and Leadership Principles and Applications," in Wells, P. & Mueller, J. (Eds.), Cases of Contemporary Challenges in Corporate Governance, Oxford, UK: RossiSmith Academic Publications Ltd.
Ahn, M., Ettner, L., & Loupin, A. (2012). "Values v. Traits-Based Approaches to Leadership: Insights from an Analysis of the Aeneid," in Leadership & Organization Development Journal, volume 33, no. 2, p. 112-130.
Ahn, M. & Ettner, L. (2011). “Using the Humanities to Teach Values-Based Leadership,” in Wankel, C. and Stachowicz-Stanusch, A. (Eds), Effectively Integrating Ethical Dimensions into Business Education, Charlotte, NC: Information Age Publishing.
Ahn, M., Ettner, L. & Loupin, A. (2011). "From Classical to Contemporary Leadership Challenges: A Values-Based Leadership View," in Journal of Leadership Studies, volume 5, issue 1, p.6-22.
Ettner, L. (2006). Corporate Governance In The Era of Sarbanes-Oxley: Regulation, Governance, and Performance, research report.
Ettner, L. (2005). Corporate Governance In The Era of Sarbanes-Oxley: Governance Types and Trust Dynamics, research report.
Ettner, L. (2005). Corporate Governance In The Era of Sarbanes-Oxley: Board Transformation, Cultural Adaptation, and Creative Tension, research report.Ettner, L. (2004). Corporate Governance In The Era of Sarbanes-Oxley, research report.
Regulation, Governance, and Performance: Dynamics of Organizational. Responses to Sarbanes-Oxley Act. Academy of Management paper presentation (August 2006).
Trans-Sectoral Lessons for Governance: Concepts and Findings for Effective Board Engagement. ARNOVA panel presentation (November 2006).
Ethics within Organizational Leadership. Society for Human Resource Management presentation (October 2008).
Judicial Organizational Transformation. Seminar presentation to the Oregon Supreme Court Chief Justice, Oregon Appeals Court Chief Judge, and 27 Oregon Judicial Districts Presiding Judges concerning the role of leadership.