The Sitkin-Lind Six Domains of Leadership model used in the Duke Leadership Academy was developed by two Duke Professors: Dr. Sim Sitkin, and Dr. Allan Lind.

Personal: Enhance and project your leadership capability. Be authentic and demonstrate dedication.

Relational: Show that you respect and understand your team. Show you are sincerely concerned about their best interests. Manage (influence) your boss, your peers as well as your direct reports.

Contextual: Build team identity and purpose. Build coherence within complexity. Clarify for your team mission, roles and organizational practices.

Inspirational: Cultivate a team mindset for excellence and innovation. Be enthusiastic and optimistic. Encourage thoughtful risk-taking.

Supportive: Protect your people from political minefields. Secure needed resources. Give feedback, not assign blame.

Responsible: Take responsibility as a leader. Model ethical action. Strive for balance.

Sim B. Sitkin

Sim Sitkin is Professor of Management and founding Faculty Director of the Fuqua/Coach K Center on Leadership and Ethics at the Fuqua School of Business, and Director of the Behavioral Science and Policy Center at Duke University. Previously at Duke, he served as Area Head for the Management and Organizations Department, Faculty Director of Fuqua’s Health Sector Management Program, and Staudenmeyer Research Fellow. Sim has also been Academic Director at Duke Corporate Education and on the faculty of the University of Texas at Austin and the Free University of Amsterdam. He is a Founding Partner of Delta Leadership, Inc. He was elected a Fellow of the Academy of Management in 2010 and the Society for Organizational Behavior in 2013.

Professor Sitkin’s research focuses on leadership and control systems, and their influence on how organizations and their members become more or less capable of change and innovation. He is widely known for his research on the effect of formal and informal organizational control systems and leadership on risk taking, accountability, trust, learning, M&A processes, and innovation. His research has appeared in such publications as Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Harvard Business Review, and Organization Science. His most recent book is Organizational Control (Cambridge University Press, 2010). He is one of only two individuals to have won Best Paper awards from the Academy of Management Review (the top ranked management journal).

He has served in editorial and funding review roles for leading journals, editorial boards, and funding panels in the U.S., Canada, Hong Kong, and Australia and has served on several boards of directors (including Academy of Management, Society of Organizational Learning, and Center for the Public Domain). He is Founding Editor of Behavioral Science and Policy, Editor of the Academy of Management Annals, Consulting Editor of Science You Can Use, Advisory Board Member of the Journal of Trust Research, having previously served as Senior Editor of Organization Science and Associate Editor of the Journal of Organizational Behavior.

He has extensive consulting and executive education experience with corporations, non-profits, and government organizations worldwide (including ABB, Alcoa, American Airlines, Areva, Baker Tilly, bioMerieux, Carolina Power & Light, Cisco Systems, Compaq Computer, Corning, Credit Suisse First Boston, Deutschebank, Duke Medical Center, Ericsson, Glaxo, Hart Graphics, IBM, La Quinta, Maxcor, Omgeo, PricewaterhouseCoopers, Red Hat Software, R.H. Donnelley, Siemens, State Farm Insurance, URS, U.S. Dept of Justice, Xerox Corporation, and Xiamen Health System). In this work, he has focused on strategic leadership, leading and managing change (including mergers and acquisitions), organizational learning and knowledge management, and the design of organizational control systems.

Before joining the faculty of Duke University in 1994, Sim was on the faculty of the University of Texas at Austin and has been a visiting scholar at Carnegie Mellon University, Massachusetts Institute of Technology, Stanford University, Xerox Palo Alto Research Center, and the University of Queensland. Prior to obtaining his PhD in organizational behavior from Stanford University, Sim spent over ten years in a variety of managerial and executive roles with responsibility for planning, information technology, financial administration, and research in consulting, non-profit, and government organizations.

E. Allan Lind

E. Allan Lind is the James L. Vincent Distinguished Professor of Leadership at the Fuqua School of Business, Duke University.

Professor Lind's teaching interests center on leadership and global management issues. He teaches MBA courses on leadership, management, culture, and ethics in Duke's on-site and distance-mediated degree programs as well as executive education classes on leadership, trust, teams and virtual teams, global culture and business, and change and innovation. His research interests include leadership, organizational behavior, trust, organizational fairness judgments, and conflict management, with special emphasis on culture and effective management practices. In particular, he studies how leaders and managers can enhance feelings of fair treatment, develop trust and initiative, foster the acceptance of organizational authority, and resolve disputes and conflicts in organizations.

Prior to coming to Duke, he did policy research on law, counter-terrorism, and military leadership and decision making at the RAND Corporation in California and at the American Bar Foundation. He has taught in Departments of Psychology at the University of Illinois at Urbana-Champaign, the University of Washington, and at the University of New Hampshire, and he held a staff position in the research and development arm of the U.S. Federal Courts. He was a Regents Scholar for one year at the University of California at Berkeley. For five years, he held the Leiden University Fund Chair Visiting Professorship in Social Conflict and Social Justice at the University of Leiden in the Netherlands, and for four years he was Visiting Professor of Leadership Studies at the University of Auckland in New Zealand. He did his doctoral dissertation research in Paris and has conducted research in France, Germany, Great Britain, New Zealand, Australia, the Netherlands, China, India, the Philippines and Japan.

Professor Lind has consulted for GlaxoSmithKline, Micron Technologies, and the United States Federal Courts. He has taught executive education courses for Deutsche Bank, Siemens, Areva, Satyam, Westpac Bank, Red Hat, Areva, URS-Washington Division, bioMerieux, the Nature Conservancy, the Organization for Tropical Studies, and for several departments and agencies in the United States Federal Government. He is currently an advisor on policy reform for the OECD and the Dutch Department of the Interior. He teaches regularly in Fuqua’s open-enrollment executive course, the Duke Leadership Program.

Professor Lind has published more than 100 research papers in major scholarly journals around the world. He has received grants from the U.S. National Science Foundation, the Japanese Federal Science Foundation and the Ford Foundation in support of his research. His book on the psychology of fairness in organizational, political, and social contexts is one of the 30 most cited works in his home discipline of social psychology. He is a Fellow of the Association of Psychological Sciences and the Society for Experimental Social Psychology.

He received his PhD and MA from the University of North Carolina and his BA from the University of Florida.