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Biography

Kellogg School of Management
Clinical Professor of Leadership

Brenda Ellington Booth joined Kellogg in 1999 as an Assistant Professor of Management and Organizations and Associate Academic Director of Executive Programs. In 2007, she created the role of Academic Director of Kellogg Leadership Coaching Programs. In 2009 she was promoted to Clinical Professor of Management and Organizations. Since 2008, Professor Booth has been a certified executive coach and has the designation of an Professional Certified Coach (PCC) through the International Coaching Federation (ICF).

At the MBA level, Professor Booth teaches two courses: Personal Leadership Insights and Leader as Coach. In 2010, 2012 & 2016, Kellogg students awarded Professor Booth with the Certificate of Impact in recognition for her outstanding contribution to their Kellogg experience. At the executive level, Professor Booth is co-academic director of the Executive Development Program and the Energizing People for Performance programs. She designs the curriculum, teaches courses on leadership, and serves an executive coach in these programs. She has also taught topics in leadership and/or has served as an executive coach for numerous organizations including the Chicago Cubs organization, Eisai Pharmaceuticals, Ernst & Young, Jefferson Wells, Baxter International, the U.S. Intelligence Community, Ronald McDonald House Charities, Chicago Public Schools, Alaine Locke Charter Schools, and the American Academy of Pediatric Dentists. In prior years, Booth served as academic director of programs for USG, International Paper, Baloise Insurance, Aon Financial Services and Baker & McKenzie law firm.

From 2007-2012, she served as Director of Leadership Coaching Programs. In this role, Professor Booth, in partnership with other coaches, created curriculum around leadership development and coaching skills for MBA students. These courses are now an on-going part of the MBA course offering. In executive programs, Booth integrated executive coaching in several general management and leadership executive education programs.

In previous years at Kellogg, Professor Booth was awarded the Doctoral Teaching Award for Exceptional Teaching Performance, authored case studies on leadership and change management for the not-for-profit sector, and taught MBA courses including People for Competitive Advantage, Management and Organizations, Negotiation, Change Management and Leadership of Non-Profit Organizations.

Before joining Kellogg, Brenda taught elective seminars at Stanford University and wrote a case study on change management for the University of Michigan - Graduate School of Management. As part of her dissertation research on strategic alliances, Professor Booth served as a consultant to the grocery industry on their ECR (Efficient Consumer Response) initiative in the late 1990's. She delivered presentations to several nationwide grocery industry conferences and authored numerous educational case studies for mid- and senior-level executives on strategic, human resources and organizational issues in the grocery industry as it related to ECR.

Prior to pursuing her doctorate, Brenda accumulated several years of work experience in corporate settings in the functional areas of accounting, finance and marketing. She started her career at Home Box Office as a financial analyst and went on to publish an investors' report on the insurance industry for the former investment bank Salomon Brothers while obtaining her MBA from Stanford University. She also was an account executive with the advertising agency Leo Burnett for five years, servicing clients such as Kraft, Seven-Up, Heinz Pet Products, and Procter & Gamble.

Areas of Expertise Employee Relations
Leadership
Organizational Change
Organizational Learning
Teams

Education PhD, 1998, Organizational Behavior, Northwestern University

MBA, 1986, Stanford University

AB, 1982, Economics, Stanford University

Academic Positions Clinical Professor of Management & Organizations, Management & Organizations, Kellogg School of Management, Northwestern University, 2009-present

Director of Kellogg Leadership Coaching Programs, Kellogg School of Management, Northwestern University, 2007-2012

Associate Academic Director of Executive Programs, Kellogg, Northwestern University, 1998-2008

Assistant Professor of Management & Organizations, Northwestern University, Northwestern University, 1998-2008

Instructor (Doctoral Candidacy), Kellogg School of Management, Northwestern University, 1994-1998

Other Professional Experience Account Executive, Leo Burnett USA, 1986-1991

Financial & System Analyst, Home Box Office, Inc., 1982-1984

Honors and Awards Student Impact Award

Education Academic Positions Other Professional Experience Honors and Awards

Read about executive education

Cases

Donnelly, Anne Cohn, Brenda Ellington-Booth and Nadeem Ghani. 2004. The Cradle (B). Case 5-204-258(B) (KEL009).

This case provides an account of how The Cradle Society, a nonprofit adoption agency, went from the brink of dissolution to become a thriving organization carrying out its mission. Under the leadership of Julie Tye, the organization and its board went through an extensive strategic planning process and made significant changes to the organization's strategy, structure and culture. The A case describes the condition of The Cradle Society before the arrival of Tye. The B case illustrates Tye's actions and accomplishments.

Ellington-Booth, Brenda and . 2012. Growing Managers: Moving from Team Member to Team Leader. Case 5-411-757 (KEL629).

This case describes a newly promoted middle manager in a global, multi-cultural organization who is challenged by a number of factors in the workplace which are impacting her and her team’s ability to perform to the expectations of her regional manager. While it would be easy to blame the new manager, deeper analysis in fact reveals that many forces are at work here in addition to her inexperience including communication of strategy and performance objectives, mismanaged team members, cultural inconsistencies, and a lack of leadership direction and/or skill from the very top to her supervising manager.

Donnelly, Anne Cohn, Brenda Ellington-Booth and Nadeem Ghani. 2004. The Cradle (A). Case 5-204-258(A) (KEL008).

This case provides an account of how The Cradle Society, a nonprofit adoption agency, went from the brink of dissolution to become a thriving organization carrying out its mission. Under the leadership of Julie Tye, the organization and its board went through an extensive strategic planning process and made significant changes to the organization's strategy, structure and culture. The A case describes the condition of The Cradle Society before the arrival of Tye. The B case illustrates Tye's actions and accomplishments.

Donnelly, Anne CohnBrenda Ellington-Booth and Nadeem Ghani. 2004. The Cradle (B). Case 5-204-258(B) (KEL009).

This case provides an account of how The Cradle Society, a nonprofit adoption agency, went from the brink of dissolution to become a thriving organization carrying out its mission. Under the leadership of Julie Tye, the organization and its board went through an extensive strategic planning process and made significant changes to the organization's strategy, structure and culture. The A case describes the condition of The Cradle Society before the arrival of Tye. The B case illustrates Tye's actions and accomplishments.

Ellington-Booth, Brenda and . 2012. Growing Managers: Moving from Team Member to Team Leader. Case 5-411-757 (KEL629).

This case describes a newly promoted middle manager in a global, multi-cultural organization who is challenged by a number of factors in the workplace which are impacting her and her team’s ability to perform to the expectations of her regional manager. While it would be easy to blame the new manager, deeper analysis in fact reveals that many forces are at work here in addition to her inexperience including communication of strategy and performance objectives, mismanaged team members, cultural inconsistencies, and a lack of leadership direction and/or skill from the very top to her supervising manager.

Donnelly, Anne CohnBrenda Ellington-Booth and Nadeem Ghani. 2004. The Cradle (A). Case 5-204-258(A) (KEL008).

This case provides an account of how The Cradle Society, a nonprofit adoption agency, went from the brink of dissolution to become a thriving organization carrying out its mission. Under the leadership of Julie Tye, the organization and its board went through an extensive strategic planning process and made significant changes to the organization's strategy, structure and culture. The A case describes the condition of The Cradle Society before the arrival of Tye. The B case illustrates Tye's actions and accomplishments.

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