• Accreditations
  • Biography
  • Courses Taught
  • Educational History
  • Professional Experience
  • Professional Societies
  • Publications
  • Scholarship/Research
  • Service


  • Individual & Organizational Coaching Certificate, Academy for Coaching Excellence
  • Certified Administrator, Kegan Subject-Object Interview Protocol
  • Certified Interpreter, Myers-Briggs Personality Type Indicator



Prior to my appointment at Gannon, I served as Professor and Associate Vice-Chancellor for Academic Affairs at the University of Nebraska-Lincoln.  As a member of the Graduate Faculty, I taught leadership theory and development, human resource and organizational development, and research methods in leadership degree programs across the university. I brough this experience to Gannon in 2009 todevelop intergrated, interdisciplinary leadership studies programs.

My disciplinary expertise spans mutlple social sciences including psychololgy, sociology, anthropology, education and organizational studies. I am passionate about cultivating the intersection of these disciplines through my teaching, research and theory development. I am active in multiple Professional Associations for leadership, managment, psychology and organizational development. I regularly present at national and international conferences and actively cultivate opportunities for doctoral and undergraduate students to participate with me.    

My research focuses on leadership theory, leader identity, developing leadership capacity in individuals and organizations, organizational culture and change. In 2006, I develop a Model of Organizational Change in Cultural Context (OC3 Model). The OC3 Model was published in 2009 in the highly reputed Journal of Leadership and Organizational Studies. I have subsequently conducted follow up research to verity and extend the theory underlying the model. 

I am currently developing an ontological theory of leadership, first presented at the Association for Psychological Science in 2012, conducting research on the impact of organizatonal culture on trends in higher education in Northwestern Pennsylvania, an extending Quatro's Model of Leadership Development to encompass community leadership and service.  

Courses Taught

Doctoral Courses (OLL-PhD Program)

  • Advanced Leadership Theory (2010, 2011, 2012, 2013) - GOLL802
  • Psychosocial Dimensions of Leadership (2011, 2012, 2013) - GOLL811
  • Leading Organizational Culture and Change (2011, 2012, 2013) - GOLL814
  • Developing Leadership Capacity (2012, 2013) - GOLL816
  • Global Perspective on Leadership (2012, 2013) - GOLL817
  • Research Methods I (2009, 2010, 2011, 2012, 2013) - Fundamentals of Social Research - GOLL821
  • Research Methods II - Methods of Qualitative & Quantitative Design (2009, 2010, 2011, 2012, 2013)- GOLL822
  • Research Methods III - Developing Successful Research Proposals (2010, 2011,2012, 2013) - GOLL823
  • Dissertation Seminar I - Cognitive Biases in Social Research (2009, 2010, 2011, 2012, 2013) - GOLL896
  • Dissertation Seminar II - Experiential Design & Paradigm Analysis (2010, 2011,2012, 2013) - GOLL897 
  • Dissertatin Seminar III - Appraching the Playing Field with Clarity, Focus, Ease and Grace (2010, 2011,2012, 2013) - GOLL898
  • Special Topics: Culture in Higher Education Organizations  (2013) - GOLL890
  • Directed Readings - GOLL799 Various Topics: Knowledge Acquisition & Expertise (2010), Emotion in Organizations (2011), Identity Processes in Leadership (2012), Leader-Member Exchange Theory (2012), Human Resource Development in Higher Education (2013), Strategic Planning and Leadership (2013), Public Health Education in Higher Education (2013)


Educational History

Ph.D. – Leadership and Higher Education Administration, University of Nebraska
Dissertation: Understanding Organizational Change in Cultural Context: Chief Academic Officers' Acquisition and Utilization of Cultural Knowledge in Implementing Institutional Change

M.L.S. – Texas Woman’s University
Thesis: Validation of Personal Construct Psychology for Use in Modeling Knowledge

B.S. Psychology, University of Texas
Minor: Biology


Professional Experience

  • Program Director,Organizational Learning & Leadership PhD Program, Gannon University, Erie, PA (2012-2013)
  • Program Director, Leadership Studies, Gannon University, Erie, PA (2010-2013)
  • Associate Professor, Gannon University, Erie, PA (2009-present)
  • Professor, University of Nebraska, Lincoln, NE (2000-2009)
  • Associate Vice Chancellor for Academic Affairs, University of Nebraska, Lincoln, NE (2002-2005)
  • Graduate Faculty Associate, University of Nebraska, Lincoln, NE (2007-2009)
  • Research Sabbatical, 2005–2006 (funded)
  • Associate Professor, University of Nebraska, Lincoln, NE (1995-1999)
  • Assistant Professor, University of Nebraska, Lincoln, NE (1988-1998)

Professional Societies

  • American Psychological Association (APA)
  • Association for Psychological Science (APS)
  • International Leadership Association (ILA)
  • Academy of Management (AoM)
  • Eastern Academy of Management (EAM)
  • Mid-Western Academy of Management (MAM)
  • Academy of Human Resource Development (AHRD)
  • Society for Human Resource Managment (SHRM)
  • American Society for Training and Development (ASTD)
  • International Coaching Association (ICA)


Peer reviewed (selected)

  • Latta, G.F.  (2012).  Models of leadership development: A comparative analysis and conceptual framework.  In J. Wang & J. Gedro (Eds.),  HRD & Technology:  Exploring the Intersectionality. (pp. 111-134).  Washington, D.C.: AHRD.

  • Latta, G. F. & Neihoff, B. P. (2011). New leadership and change in a public university: A case study.  Proceedings of the Irish Academy of Management, Dublin: IAM.

  • Latta, G. F. (2011) The Role of Organizational Culture in Predicting Resistance and Facilitation of Change: An Interactionist Approach.  In Peters, T.D. (Ed.), Proceedings of the Eastern Academy of Management (pp. 1-30). Boston, MA: Aquinex.

  • Latta, G. F.  (2009).  A Process Model of Organizational Change in Cultural Context (OC3 Model): The Impact of Organizational Culture on Leading Change.  Journal of Leadership and Organizational Studies, 16, 19-37.

  • Latta, G. F.  (2009).  Maturation of Organizational Development in Higher Education: Using Cultural Analysis to Facilitate Change. To Improve the Academy, 27, 32-71.  San Francisco: Jossey-Bass.

  • Latta, G. F.  (2006).  Using Tools for Organizational Development to Affect Cultural and Structural Change in the Academy.   Proceedings AHRD  2006 International Conference, Academy of Human Resource Development, p.1128-1135.

  • Latta, G. F. & Myers, N. F.  (2005).  The Impact of Unexpected Leadership Changes and Budget Crises on Change Initiatives at a Land Grant University. Advances in Developing Human Resources, 7(3)  (Special issue: Organization Development and Change in Universities), p. 351-367.

  • Latta, G. F. & Wheeler, D. W.  (2002).  The Context as Key to Developing and Implementing Post-Tenure Review.  In:  C. M. Licata and J. C. Morreale, Eds.  Post-Tenure Faculty Review and Renewal: Experienced Voices, p. 111-140.  Washington, D.C.:  American Association for Higher Education.

  • Wilhite, M. S., Lunde, J. P. & Latta, G. F.  (2000).  Faculty Teaching Partners and Associates: Engaging Faculty as Leaders in Instructional Development. To Improve the Academy, 18, p. 181-192.

  • Latta, G. F. & Bicknell-Holmes, T.  (1998).  Improving Academic Rigor through Curriculum Redesign.  IN: Distance Learning 98.   Madison, WI:  University of Wisconsin System, p. 209 - 216.

  • Latta, G. F.  (1996).  The Virtual University: Creating an Emergent Reality.  Educational Resources Information Center, U.S. Department of Education.

  • Latta, G. F. and Swigger, K. (1992).  Validation of the Repertory Grid for Use in Modeling Knowledge.  Journal of the American Society for Information Science, 43, p. 115-129.

Editorial Consultation (invited)

  • Marchese, T. J. & Lawrence, J. F. (2005). The Search Committee Handbook: A Guide to Recruiting Administrators, 2nd edition. Washington D.C.: American Association for Higher Education (editing consultant and content contributor).


Professional Presentations (peer reviewed):

  • Kuvshinikov, J. & Latta, G.F. (2013).  National Culture and Generalized Disposition to Trust: A Multiple Frameworks Analysis (Organizational Strategy/International Business Track) International Conference of the Eastern Academy of Management, Seville, Spain, June 2013).
  • Latta, G.F. & Sandberg, E.C. (2013).  Predictive Utility of the OC3 Model of Organizational Change: Testing the Interaction Effects of Cultural Alignment (Organizational Behavior Track) Eastern Academy of Management Annual Conference, Baltimore, May 2013
  • Latta, G. F.  (2012).  Leveraging Organizational Culture to Facilitate Change:  The OC3 Model. (Professional Development Workshop) Presented at the Academy of Management (AOM) Annual Meeting, Boston.
  • Latta, G. F. (2012).  Psychosocial Dimensions of Leadership: Identity-based Cognitive, Developmental and Social Processes.  (Symposium) Organized for the Association for Psychological Science (APS) Convention, Chicago.
  • Latta, G. F.  (2012).  Developmental perspectives on leader identity:  The role of character, volition and luminal self-processes. Paper presented at the Association for Psychological Science (APS) Convention, Chicago. 
  • Niehoff, B. P. & Latta, G. F.  (2011).  New leadership and change in a public university: A case study.  Presented at the Irish Academy of Management (IAM) Conference, Dublin.
  • Latta, G.F. (2011, May) The Role of Organizational Culture in Predicting Resistance and Facilitation of Change: An Interactionist Approach.   Paper presented at the 48th Annual Eastern Academy of Management Conference, Boston, MA.
  • Latta, G.F. (2010, October). Developing Interdisciplinary Leadership Programs.  (Special Session: Developing Effective Interdisciplinary Programs).  Paper presented at the 53rd Annual Midwest Academy of Management Conference, Grand Forks, ND.
  • Latta, G.F. (2008, October). A Process Model of Organiztional Change in Cultural Context. Paper presented at the 51st Annual Midwest Academy of Manangement Conference, St. Louis, MO. (Nominated Best Paper Award).


Manuscripts Under Review:

  • Latta, G. F. (under review).  Modeling Cultural Dynamics of Resistance and Facilitation: Interaction Effects in the OC3 Model of Change.  Journal of Organizational Change Managment (submitted June 2013)


Grants (selected):

  • Leadership Development Institute - Tajikistan Ministry of Culture, 2008.  U.S. Aid for International Development (USAID) - World Learning Community Connections, $50,000.
  • Chief Academic Officers’ Acquisition and Utilization of Cultural Knowledge in Crafting Organizational Change Initiatives, 2006. University Research Council, $6,500.
  • Copyright in the Digital Era: Online Curriculum Modules for Faculty & Course Development, 2003. Office of Extended Education & Outreach, $10,000.
  • Translating the Concepts and Models of Leadership Development into Long-term Collaborative Leadership Programs for Institutional Change, 2000.  W.K. Kellogg Foundation, $265,000.
  • Projects with Promise - AAHE New Pathways II: Academic Careers in the New Century from Inquiry to Action, 2000. American Association of Higher Education, $8,500.
  • Faculty Development Summer Institute, 1998. Neb*Sat, $26,692.


Research In Progress:

  • Principle investigator, Leadership Trends in Higher Education: Considering the Impact of Campus Culture (a study of higher education institutions in Northwestern Pennsylvania).
  • Principle investigator, Extending Quatro's Holistic Model of Leadership Development to Encompass Community Service (a study of the leadership benefits derived from community service roles).


Dissertations Supervised:

  • 2013 - Justin M. Ross - The Student-Faculty Relationship: An Investigation of the Interactions between Students and Faculty
  • 2012 - Laura Zirkle - Differentiating Behavious among Spillane's Forms of Distributed Leadership
  • 2012 - Joseph Kuvshinikov -  A Study of the Relationship between Dimensions of National Culture and Generalized Disposition to Trust
  • 2012 - Steven Bitticker - Assessing Evidence that Physical Therapy is a Self-Regulating Profession
  • 2012 - Eric Sandberg - Utilizing Organizational Culture to Predict Responses to Planned Change in a Public School: A Test of the OC3 Model




Professional Service (selected)

  • Chair, Leadership Special Interest Group, Academy of Human Resource Development (AHRD) (elected)
  • Member, Board of Trustees, Eastern Academy of Management (elected)
  • Secretary-elect, Eastern Academy of Management (elected)
  • Co-chair, Management Education & Development Track 2012 Annual Conference (appointed)
  • Conference Paper Reviewer, Eastern Academy of Management - Leadership Track, 2011, 2012 & 2013
  • Conference Paper Reviewer, Eastern Academy of Management -Organizational Behavior Track, 2012 & 2013
  • Conference Paper Reviewer, International Conference of the EAM - Leadership Track, 2013
  • Conference Paper Reviewer, International Conference of the EAM - Organizational Behavior Track, 2013
  • Reviewer, Academy of Human Resource Development journal, 1998-present
  • President, Academic Senate, University of Nebraska, 2000 & 2001


Community Service (selected)

  • Member, Institutional Review Board (IRB), The Achievement Center, Erie, PA (founding member)
  • Research consultant to Perry 200 Task Force on Future of Higher Education (Principle Investigator)
  • Keynote Speaker, Human Resource Management Association Conference 2012, (Erie chapter) (invited)
  • Guest speaker, WILD Conference Planning Committee Kick-off Event, Erie, 2012 (invited)
  • Guest speaker, Human Resource Managment Association membership meeting, (Erie chapter) 2011 (invited)
  • Guest speaker, International Association of Administrative Professional membership meeting, (Erie chapter) 2011 (invited)