Ronald L. Dufresne, Ph.D.
Office: Mandeville 353
Phone: (610) 660-3106
Fax: (610) 660-1229
- B.S. Engineering Management, United States Military Academy, West Point; 1994
- M.S. Organizational Studies, Boston College; 2005
- Ph.D. Organization Studies, Boston College; 2006
Saint Joseph's University
- Associate Professor of Management, 2012-present
- Assistant Professor of Management, 2006-2012
Instructor of Management, 2002-2006
McMaster-Carr Supply Company
Operations Supervisor and Manager, 1997-1999
United States Army (Active duty and Reserves)
Military Intelligence Officer, 1994-1999
Undergraduate: Organizational Behavior, Perspectives on Leadership, Applied Sustainable Leadership
MBA: Empowering Human Potential at Work
Executive MBA: Leadership and Development, Empowering Individuals at Work, Empowering Teams at Work
Dufresne, R.L., & Clair, J.A. 2013. Mind the gap: Hypocrisy monitoring and integrity striving as a source of ethical leadership. In R.T. By & B. Burnes (Eds.), Organizational change, leadership and ethics: Leading organizations toward sustainability, pp. 97-119. New York: Routledge.
Steingard, D.S., & Dufresne, R.L. 2013. The evaluative framework for workplace spirituality assessments: Working our strengths and strengthening our work. In J.A. Neal (Ed.), Handbook for Faith and Spirituality in the Workplace, pp. 455-487. New York: Springer.
Dufresne, R.L., & Offstein, E.H. 2012. Holistic and intentional student character development process: Learning from West Point. Academy of Management Learning & Education, 11: 570-590.
Offstein, E.H., Dufresne, R.L., & Childers, J.S. 2012. Reconciling competing tensions in ethical systems: Lessons from the United States Military Academy at West Point. Group & Organization Management, 37: 617-654.
Steingard, D.S., & Dufresne, R.L. 2011. Intentional Intelligence and the Intentional Intelligence Quotient (IIQ): Construct development and scale validation integrating mindfulness, self-agency, and positive thought flow. Journal of Management, Spirituality, & Religion, 8(1): 3-22.
Dufresne, R.L., & Clair, J.A. 2008. Moving beyond media feast and frenzy: Imagining possibilities for hyper-resilience arising from scandalous organizational crisis. Law and Contemporary Problems, 71(4): 201-214
Dufresne, R.L., & Offstein, E.H. 2008. On the virtues of secrecy in organizations. Journal of Management Inquiry, 17: 102-106.
Clair, J.A., & Dufresne, R.L. 2007. Changing poison into medicine: How companies can experience positive transformation from a crisis.Organizational Dynamics, 36: 63-77.
Offstein, E., & Dufresne, R.L. 2007. Building strong ethics and promoting positive character development: The influence of HRM at the United States Military Academy at West Point. Human Resource Management, 46: 95-114.
Rudolph, J.W., Simon, R., Dufresne, R.L., & Raemer, D.B. 2006. There's no such thing as "non-judgmental" debriefing: A theory and method for debriefing with good judgment. Simulation in Healthcare, 1: 49-55.
Clair, J.A., Dufresne, R.L., Jackson, N., & Ladge, J. 2006. Being the bearer of bad news: Challenges facing downsizing agents in organizations. Organizational Dynamics, 35: 131-144.
Clair, J.A., & Dufresne, R.L. 2005. Phoenix rising: Organizational crisis and organizational flourishing. In R.A. Giacalone, C.L. Jurkiewicz, & C. Dunn (Eds.), Positive psychology in business ethics and corporate social responsibility, pp. 143-164. Greenwich, CT: Information Age.
Nielsen, R.P., & Dufresne, R.L. 2005. Can ethical organizational character be simulated and enabled?: "Upbuilding" dialog as crisis management method. Journal of Business Ethics, 57: 311-326.
Clair, J.A., & Dufresne, R.L. 2004. Playing the grim reaper: How employees experience carrying out a downsizing. Human Relations, 57: 1597-1625.
Dufresne, R.L. 2004. An action learning perspective on effective implementation of academic honor codes. Group and Organization Management, 29: 201-218.
Taylor, S.S., Fisher, D., & Dufresne, R.L. 2002. The aesthetics of management storytelling: A key to organizational learning. Management Learning, 33: 313-330.
The roles of integrity, hypocrisy, and vulnerability in authentic leadership
The leadership processes that promote individual, team, and organization learning from critical incidents
Organizational factors and practices that enable the development of ethical leaders
Mentioned in SJU News