Stuart A. Allen, Ph.D.
University Professor of Organizational Leadership (Communication & Organizational Leadership)
412-397-4069 phone (M)
412-397-6468 fax
Wheatley Center 207

Educational Background

  • Ph.D., Organizational Leadership, Regent University
  • Master of Arts, Industrial/Organizational Psychology, University of Witwatersrand

Professional Background

  • Professor, Organizational Leadership, Robert Morris University, 2018-
  • Associate Professor, Organizational Leadership, Robert Morris University, 2013-2018
  • Associate Professor, Organizational Leadership, University of La Verne, 2012-2013
  • Assistant Professor, Organizational Leadership, University of La Verne, 2010-2012
  • Assistant Professor, Organizational Leadership, Nyack College, 2009-2010
  • CEO, Center for Applied Leadership Excellence, 2004-2009
  • Consultant/Executive Coach/Trainer, Stuart Allen & Associates, 2000-2006
  • Internal HR consultant, freight industry, 1999
  • Industrial/Organizational Psychologist, South Africa Health Professions Council, 1999-2015


  • Allen, S. (2022). Controversy teaching approaches: Model, measure, and teaching applications. Journal of Management Education.
  • Allen, S., & Fry, L. W. (2022). A framework for leader, spiritual, and moral development. Journal of Business Ethics.
  • Allen, S., & Williams, P. (2022). Remote oral doctoral dissertation defenses in management, leadership, and business: Benefits, pedagogy, and practices. Management Teaching Review, 7(3), 208–225.

  • Jackson, B. A., & Allen, S. (2022). Succession planning for senior leaders: Is it always a good idea? International Journal of Educational Management, 36(5), 800-811.

  • McCann, R., & Allen, S. (2021). A case study of strategic human resource management: Implementation levels and communication.  International Journal of Human Resources Development and Management, 21(1), 1-19.

  • Randall, R. & Allen, S. (2021). Cybersecurity professionals’ information sharing sources and networks in the U.S. electrical power industry. International Journal of Critical Infrastructure Protection, 34, 100454.

  • Allen, S., Creamer, J., Ross, C., Holtz, C., Pinson, H., Maher, J., & Shelley, D. (2021). Professional development through leading study abroad programs. In E. Mikulec, S. Potempa, & K. Pike (Eds.), Education abroad: Learning environments in a global context (pp. 103-122). IAP Publishing.
  • Falls, A. E., & Allen, S. (2020). Leader-to-follower transitions: Flexibility and awareness. Journal of Leadership Studies, 14(2), 24-37.

  • Allen, S., & Williams, P. (2020). Teaching management, spirituality, and religion: André Delbecq as a pioneer. Journal of Management Spirituality & Religion, 17(1), 37-44.
  • Allen, S., Williams, P., & Crowson, H. M. (2020). Undergraduate students’ perceptions of learning about leadership in multifaith workplace. Journal of Management Spirituality & Religion, 17(5), 439-458.

  • Allen, S., Gower, K. & Allen, D. K. (Eds.)(2020). Handbook of teaching with technology in management, leadership, and business. Edward Elgar.
  • Williams, P., & Allen, S. (2020). Designed for inclusion: André Delbecq’s approach in multi-faith environments. Journal of Management Spirituality & Religion, 17(1) 45 -50.
  • Allen, S., & Fry, L. (2019). Spiritual development in executive coaching. Journal of Management Development, 38(10), 796-811.

  • Farmer, M., Allen, S., Duncan, K., & Alagaraja, M. (2019). Workplace spirituality in the public sector: A study of US water and wastewater agencies. International Journal of Organizational Analysis, 27(3), 441-457.

  • Allen, S., & Fry, L. W. (2019). A spiritual aspect to executive coaching. Academy of Management Proceedings, 1.

  • Hyatt, L., & Allen, S. (Eds). (2018). Advancing doctoral leadership education. Edward Elgar.

  • Allen, S., & Williams, P. (2018). Heading for the multifaith workplace. In T. Ewest (Ed.) Faith and work. Information Age Publishing.

  • Kramer, C., & Allen, S. A. (2018). Transformational leadership styles pre- and post-trauma. Journal of Leadership Education 17(3), 81-97. 
  • Jannati, E., & Allen, S. (2018). Parental perspectives on parent-child conflict and acculturation in Iranian immigrants in California. The Family Journal: Counseling and Therapy for Couples and Families, 26(1), 110-118. 
  • Allen, S., Winston, B., Tatone, G., & Crowson, H. M. (2018). Exploring a model of servant leadership, empowerment, and commitment in nonprofit organizations. Nonprofit Management and Leadership, 29(1), 123-140. 
  • Allen, S., Williams, P., & Allen, D. (2018). Human resource professional's competencies for pluralistic workplaces. International Journal of Management Education, 16(2), 309-320. 
  • Allen, S., & Williams, P. (2017). Navigating the study of executive leaders' spirituality: André Delbecq's journey. Journal of Management Inquiry, 26(2), 216-224.
  • Noble, D., Matesi, L., Moss-Breen, J., Anderson, D., Peiter-Horstmeier, R., Allen, S., & Pedigo, L. (2016). Resource development opportunities for the Association of Leadership Educators: Phase one. Journal of Leadership Education, 15(1), 129-139.
  • Wolf Williams, J., & Allen. S. (2015). Trauma-inspired prosocial leadership development. Journal of Leadership Education, 14(3), 86-103.
  • Allen, S., & Williams, P. (2015). Graduate leadership students' perspective on including spiritual topics. International Journal of Organizational Analysis, 23(1), 142-153.
  • Williams, P., & Allen, S. (2014). Faculty perspectives on the inclusion of spirituality topics in nonsectarian leadership and management education programs. International Journal of Management Education, 12(3), 293-303.
  • Van Winkle, B., Allen, S., De Vore, D., & Winston, B. (2014). The relationship of the servant leadership behaviors of immediate supervisors and followers' perceptions of being empowered: In the context of small business. Journal of Leadership Education, 13(3), 70-82.
  • Allen, S. & Williams, P. (2011). Spirituality in a hybrid, experiential leadership development program. In P. Jerry & L. Lindsey (Eds.), Experiential learning in virtual worlds: Opening an undiscovered country (pp. 115-124). Inter-Disciplinary Press.

  • Allen, S. A. (Ed.)(2009). The CALE leadership handbook. Compris/Center for Applied Leadership Excellence.

  • Allen, S. A., & Ortlepp, K. (2002). Conceptualising and operationalising work versus career salience. South African Journal of Industrial Psychology, 28(2), 7-14.
  • Allen, S. A., & Ortlepp, K. (2000). The relationship between job-induced post-traumatic stress and work-based social support. South African Journal of Industrial Psychology, 26(1), 1-5.

  • Allen, S. A., & Ortlepp, K. (1998). Post-traumatic stress in a South African security organization. In J. Van der Merwe & R. Snyman (Eds.), Conference Proceedings: Police Officials as Victims of Trauma and Crises (Johannesburg, South Africa: Technikon SA), 81-92.