Bio - Ellen Van Velsor, Ph.D.

Ellen is a Senior Fellow at the Center for Creative Leadership (CCL) in Greensboro, NC. She also serves as R&D Group Director of Individual Leader Development. In this capacity, she is responsible for the development of knowledge in the area of leader development and its conversion to programs, products, and services. She has expertise in the use and impact of feedback intensive programs and 360 feedback, gender differences in leader development, how managers learn from experience, and the dynamics of executive derailment.

Ellen is an editor of the Center for Creative Leadership's Handbook of Leadership Development (Jossey-Bass, 1998; 2003), and she is coauthor of Breaking the Glass Ceiling: Can Women Reach the Top of America's Largest Corporations? (Addison-Wesley, 1987; 1991). She has authored numerous book chapters, articles, and reports, including Gender Differences in the Development of Managers (CCL, 1990); Feedback to Managers, Volumes I and II (CCL, 1992); "Why Executives Derail: A Cross-Cultural Perspective (Academy of Management Executive, 1995); and Choosing 360 (CCL, 1997). She serves on the editorial board of Leadership Quarterly, and co-edited a special double issue of the journal, focused on leadership and diversity.

Before joining the staff at the Center for Creative Leadership, Ellen was a postdoctoral fellow in adult development at Duke University. She holds a B.A. in Sociology from SUNY, Stony Brook, and a M.A. and Ph.D. in Sociology from the University of Florida.

Publications:

• Interdependent Leadership in Organizations: Evidence from Six Case Studies
• Gender Differences in the Development of Managers: How Women Managers Learn from Experience
• Three Keys to Development: Defining and Meeting Your Leadership Challenges
• A Cross-National Comparison of Effective Leadership and Teamwork: Toward a Global Workforce
• The Center for Creative Leadership Handbook of Leadership Development
• A Look at Derailment Today: North America and Europe
• Choosing 360: A Guide to Evaluating Multi-Rater Feedback Instruments for Management Development

Impact Studies:

• LDP Europe Impact Study: Report to Participants

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