A Global Conversation with Erika H. James

Rising from an academic foundation deeply rooted in a family of educators, Erika H. James’ journey from an assistant professor to becoming the first woman and person of color to serve as Dean of the Wharton School is a testament to her lifelong dedication to education and leadership. Influenced by her upbringing and a passion for psychology, James discovered a calling in academia that allowed her to merge her love for teaching with opportunities to lead and innovate. This year, the Global Philadelphia Association is honored to recognize her achievements with the Educational Award at the Globy Awards for her exceptional contributions as an educational leader in Philadelphia. 

Throughout her trailblazing career, James has broken barriers, reshaped institutional culture, and brought a fresh perspective to business education. Her leadership at Wharton has not only elevated the school’s profile but also expanded its global impact, fostering a more inclusive and interconnected approach to preparing future leaders. James’s advocacy for diversity, her research on crisis leadership, and her commitment to empowering others underscore her belief in the transformative power of education to drive societal progress.

As a passionate educator, visionary leader, and global thinker, Erika H. James embodies the spirit of the Globy Awards. Her remarkable achievements and commitment to shaping a brighter future inspire leaders and learners worldwide, making her a fitting recipient of this prestigious recognition.

Looking back at your journey from an assistant professor to becoming the Dean of the Wharton School, what initially inspired your passion for education and leadership? Was there a specific moment that set you on this path?

Both of my parents are educators so I grew up in a household where education was the family business.  I never imagined myself as a teacher per se, but when I pursued a PhD in psychology, I realized that I was being prepared for a life in the Academy at the collegiate level.  Although it took me a few years to learn the nuances of effective teaching, once I did, I was hooked.  As you mature as a faculty member you are presented with more leadership opportunities within your school.  Not only did I enjoy those experiences, I found myself wanting to practice leading in the same way I taught about effective leadership to my business school students. Doing so led to good results for the teams/departments I led which then led to more leadership opportunities.

As the first woman and person of color to serve as Dean of the Wharton School, how have you leveraged your unique position to shape the institution's culture and direction? What barriers did you encounter along the way, and how did you overcome them?

Everyone faces barriers and challenges.  Some are more public than others, but regardless I’ve been focused on what I’ve been called to do and why doing THAT matters. I’m fortunate to have a platform at Wharton that allows me to bring a different perspective to business education and a new way of thinking about the opportunity for Wharton to serve its many diverse constituents.  

Your extensive research on crisis leadership is particularly relevant in today's turbulent times. What key qualities do you believe leaders must possess to successfully navigate crises, and how can organizations better prepare for unforeseen challenges?

One of the most important attributes of leaders during times of crisis is to never lose site of the people affected by the crisis.  Prioritizing their needs is critical to building the trust necessary to entice people to join your leadership efforts at a time when it may be easy for people to flee.  Another important quality is the willingness and ability to anticipate and prepare for potentially threatening events. No one likes to think about bad things that may happen, but we avoid this at our own peril. 

Anticipation and preparation help us mitigate the severity of problems at worst and may help prevent problems at best.

The Globy Award honors those who enhance Philadelphia’s global profile. How has your leadership at Wharton and Emory, along with your global affiliations, contributed to fostering a more interconnected and globally minded approach in business education?

Travel has been essential to me both personally and professionally.  When I opened myself up to being comfortable in environments that are unlike those with which I have been familiar, I learned that despite superficial differences, people around the world are more alike than they are different. That has been a huge lesson and one that I try to bring to the places I have been fortunate to lead. As a leader of business schools, I recognize how critical it is to prepare students for the cultural nuances that define the people, organizations and communities they will inevitably intersect with in the spirit of trade, commerce, policy making, education and more.

You’ve been a strong advocate for diversity in business and academia. Can you share some strategies you believe are most effective for creating inclusive environments, especially in industries traditionally resistant to change?

Regarding diversity, I am an ardent believer that we must optimize everyone’s potential to perform at their highest level.  Not doing so means that we are leaving talent on the table. Whether it’s an organization, a team or a country, if we aren’t creating environments where people can be their best selves, we risk being unable to compete and win. This is a fully addressable problem and I’ve tried to bring this perspective (creating environments where people can optimize their talent) to every place I’ve been. So the strategy for me is simple. I ask people whether they want to win or not. I then ask, how can we win if we’re not fully leveraging all the talent at our disposal?

As a leading voice on gender dynamics in the workplace, what advice would you give to aspiring female leaders aiming to break through the glass ceiling? How can institutions further support women in leadership roles?

For women, my best advice is to “always bet on yourself”.  Women are so incredibly resourceful and show up for everyone else.  I want them to show up for themselves.

You've been involved in executive education programs at prestigious institutions globally. How do you see business education evolving in the next decade, particularly in light of technological advancements and changing workforce demands?

Technology and tools like Artificial Intelligence will change the workplace in ways that we can’t imagine or predict right now. We must include those tools in the educational experience and lifelong learning activities for students and adult learners, and we must do so even while learning the technology ourselves. The pace of change is so rapid today that we can no longer assume that we’ll get ahead of it. We have to constantly experiment and iterate.

What drives you to continue pushing boundaries in leadership, governance, and community engagement, and how do you stay inspired to lead with impact in an ever-changing world?

As Dean of the Wharton School, I am driven by a profound belief in the transformative power of education and the potential of our community to shape the future. Joseph Wharton himself established our world’s first business school to “advance society by creating economic opportunity for all." Leadership, governance, and community engagement are not just responsibilities; they are opportunities to foster innovation, excellence, inclusivity, and progress on a global scale.

What keeps me inspired is the incredible energy and talent of our students, faculty, and alumni. Every day, I witness their ambition to tackle complex challenges, their commitment to creating value, and their determination to make a meaningful impact. It reminds me that Wharton is more than a school—it’s a community that leads with purpose and drives change.

In an ever-changing world, I strive to stay focused on listening, learning, and staying agile. When I see the difference we can make—whether through groundbreaking research, transformative programs, or fostering a culture of innovation—it reaffirms my commitment to this role and to leading with purpose.