PhD, Organization Theory and Behavior, School of Management at the University of Massachusetts, Amherst

Leadership development, leadership failures, entrepreneurial characteristics, executive coaching, management fads; organizational change strategies, nonprofit board governance and leadership, ethical failures in management, corporate strategy (including vision)

Mark Lipton’s clients range from publicly owned global corporations to nonprofits and international NGOs to public-sector governmental systems at the city, state, and federal levels. Clients to whom he has recently provided consulting support include JetBlue, Citibank, Landor Associates, the New York City Health and Hospitals Corporation, the Ford Foundation, UNICEF, the United Nations Development Programme, CARE, the Centers for Disease Control and Prevention, the American Thoracic Society, the American Heart Association, Statkraft, and the Port Authority of New York and New Jersey. Mr. Lipton has also designed leadership development programs for regional and foreign governments, corporations, and large nonprofit organizations. He has served in senior management roles in both the public and the private sector. Mr. Lipton currently serves on the boards of several nonprofits and is chairman of the board of Isabella Geriatric Center, one of New York State’s largest (800-bed) continuum-of-care institutions.

• Management and Organization Behavior
• Managerial Challenges
• Organization Development
• Group Process, Facilitation, and Intervention
• Advanced Seminar in Organization Change Management
• Advanced Seminar in Human Resources Management
• Lectures and consultations with students in the Issue Analysis Laboratory

Guiding Growth: How Vision Keeps Companies on Course (2003)

“Walking the Talk: Why Visions Fail,” Ivey Business Journal (January–February 2004)

“Demystifying the Development of an Organizational Vision,” Sloan Management Review (Summer 1996)