Judy Pryor-Ramirez
Clinical Associate Professor of Public Service; Director of Executive Master of Public Administration Program
Judy Pryor-Ramirez is a Clinical Associate Professor of Public Service and the Director of the Executive Master of Public Administration Program. Her teaching and research examine the leadership of nonprofit, social justice movement building, and public leaders using race, gender, and class analyses. Judy engages in qualitative methodologies and specializes in community-based participatory action research. Dedicated to enabling transformative possibilities, Judy centers justice and equity in her teaching, practice, and research. At NYU, she is a member of The Latinx Project network of faculty committed to interdisciplinary Latinx Studies. For service to the profession, Judy is a member of the Partnership for Public Service Research Advisory Council.
Prior to Wagner, Judy served as the assistant dean and faculty member in leadership at the Bard College MBA program in New York City where she taught courses on antiracist leadership and personal leadership development. Before that, she was a research and organizational development consultant for New York City nonprofits and institutions like The Laundromat Project, The Worker Institute, Bronx Children’s Museum, and the Robert Sterling Clark Foundation among others.
Before consulting, Judy spent fifteen years leading strategic civic engagement and social justice initiatives at The New School, Emerson College, and the University of Richmond. As a result of her leadership, she was selected to serve on the national advisory board member of Imagining America where she led the nominations process resulting in increased racial/ethnic diversity on the board. Her career began in local and state government as a policy analyst for New York City Council and the New York State Education Department during the Bloomberg and Pataki administrations.
Judy has contributed essays to Public Seminar, a journal of ideas, politics, and culture, and has co-authored digital curriculum projects for Brooklyn Historical Society, Emerson College, and Drew University on topics related to race/ethnicity, Black women's contributions in the arts and media, and community-based participatory action research respectively. In addition to writing, Judy is a master process facilitator and pedagogy trainer where she draws upon her training by Rockwood Leadership Institute, Emergent Strategy Ideation Institute, and Liberating Structures as well as her scholarly research in women of color feminist scholarship, critical race theory, and transformative learning theory. Since 2012, she has taught, advised, and mentored undergraduate and graduate students at The New School, The College of Mount Saint Vincent, Drew University, and Bard College. Judy holds an MA in Sociology and Education from Teachers College, Columbia University, and a BA in Communication from George Mason University.
Management and Leadership is designed to empower you with the skills you will need to make meaningful change in the world—whether you care about bike lanes, criminal justice, prenatal care, community development, urban planning, social investment, or something else. Whatever your passion, you can have an impact by leading and managing. In this course, you will enhance the technical, interpersonal, conceptual, and political skills needed to run effective and efficient organizations embedded in diverse communities, policy arenas, sectors, and industries. In class, we will engage in a collective analysis of specific problems that leaders and managers face—first, diagnosing them and then, identifying solutions—to explore how organizations can meet and exceed their performance objectives. As part of that process, you will encounter a variety of practical and essential topics and tools, including mission, strategy, goals, structure, teams, diversity and inclusion, motivation, and negotiation.
This course is appropriate for students interested in the role that leadership plays in advancing social innovation and social change in the context of democratic governance.
The course explores the role of leadership in organizational efforts to change thinking, systems, and policies—taking into consideration the contested process by which the responsibility of addressing intractable problems is distributed among key diverse actors in a shared-power world. Traditional approaches to leadership defined by single heroic individuals who influence followers are contrasted with new perspectives—consistent with the demands of today’s complex problems—particularly when we aspire to inclusive, transparent and democratic solutions. Emergent perspectives reveal leadership as the collective achievement of members of a group who share a vision, and who must navigate the constellation of relationships, structures, processes and institutional dynamics within the larger system in which they are embedded.
The course will focus primarily on the organizational level of action, but connections to the individual and policy levels will also be explored. An opportunity to apply course concepts in the context of a particular organization of the student’s choice (with instructor approval) will deepen and personalize the student’s understanding of the interconnections between the three levels of action, and challenge assumptions about leadership and social change and their implications for practice.
This is an introductory course for students who want to better understand theories, principles, and methods of community-based participatory action research (CBPAR), which is research done with communities and community partners. CBPAR is a means for community planning and organizing to address local issues and social needs that center individuals and communities directly impacted. This course focuses on how researchers and community members collaborate to conduct research that leads to community change and the improvement of community-identified needs as well as scholarly debates, and practical and methodological issues in the application of CBPAR.
This course addresses the macro and micro effects of gender in the workplace, from the complicated reasons for the lack of representation of women in senior leadership across sectors to the dynamics of individuals of various genders working together. The landscape of the workplace has changed dramatically over the last few decades, and with a shift towards a more diverse and global workforce, understanding the intersection of work dynamics and gender is critical. In addition, this course will explore the important intersections between gender and other demographic characteristics, such as race/ethnicity, sexual orientation, and age. Finally, the course will uncover strategies and examples of how to create more diverse and inclusive work environments.
This is an introductory course for students who want to better understand theories, principles, and methods of community-based participatory action research (CBPAR), which is research done with communities and community partners. CBPAR is a means for community planning and organizing to address local issues and social needs that center individuals and communities directly impacted. This course focuses on how researchers and community members collaborate to conduct research that leads to community change and the improvement of community-identified needs as well as scholarly debates, and practical and methodological issues in the application of CBPAR.
Management and Leadership is designed to empower you with the skills you will need to make meaningful change in the world—whether you care about bike lanes, criminal justice, prenatal care, community development, urban planning, social investment, or something else. Whatever your passion, you can have an impact by leading and managing. In this course, you will enhance the technical, interpersonal, conceptual, and political skills needed to run effective and efficient organizations embedded in diverse communities, policy arenas, sectors, and industries. In class, we will engage in a collective analysis of specific problems that leaders and managers face—first, diagnosing them and then, identifying solutions—to explore how organizations can meet and exceed their performance objectives. As part of that process, you will encounter a variety of practical and essential topics and tools, including mission, strategy, goals, structure, teams, diversity and inclusion, motivation, and negotiation.
Management and Leadership is designed to empower you with the skills you will need to make meaningful change in the world—whether you care about bike lanes, criminal justice, prenatal care, community development, urban planning, social investment, or something else. Whatever your passion, you can have an impact by leading and managing. In this course, you will enhance the technical, interpersonal, conceptual, and political skills needed to run effective and efficient organizations embedded in diverse communities, policy arenas, sectors, and industries. In class, we will engage in a collective analysis of specific problems that leaders and managers face—first, diagnosing them and then, identifying solutions—to explore how organizations can meet and exceed their performance objectives. As part of that process, you will encounter a variety of practical and essential topics and tools, including mission, strategy, goals, structure, teams, diversity and inclusion, motivation, and negotiation.
This course is appropriate for students interested in the role that leadership plays in advancing social innovation and social change in the context of democratic governance.
The course explores the role of leadership in organizational efforts to change thinking, systems, and policies—taking into consideration the contested process by which the responsibility of addressing intractable problems is distributed among key diverse actors in a shared-power world. Traditional approaches to leadership defined by single heroic individuals who influence followers are contrasted with new perspectives—consistent with the demands of today’s complex problems—particularly when we aspire to inclusive, transparent and democratic solutions. Emergent perspectives reveal leadership as the collective achievement of members of a group who share a vision, and who must navigate the constellation of relationships, structures, processes and institutional dynamics within the larger system in which they are embedded.
The course will focus primarily on the organizational level of action, but connections to the individual and policy levels will also be explored. An opportunity to apply course concepts in the context of a particular organization of the student’s choice (with instructor approval) will deepen and personalize the student’s understanding of the interconnections between the three levels of action, and challenge assumptions about leadership and social change and their implications for practice.
This course addresses the macro and micro effects of gender in the workplace, from the complicated reasons for the lack of representation of women in senior leadership across sectors to the dynamics of individuals of various genders working together. The landscape of the workplace has changed dramatically over the last few decades, and with a shift towards a more diverse and global workforce, understanding the intersection of work dynamics and gender is critical. In addition, this course will explore the important intersections between gender and other demographic characteristics, such as race/ethnicity, sexual orientation, and age. Finally, the course will uncover strategies and examples of how to create more diverse and inclusive work environments.
Management and Leadership is designed to empower you with the skills you will need to make meaningful change in the world—whether you care about bike lanes, criminal justice, prenatal care, community development, urban planning, social investment, or something else. Whatever your passion, you can have an impact by leading and managing. In this course, you will enhance the technical, interpersonal, conceptual, and political skills needed to run effective and efficient organizations embedded in diverse communities, policy arenas, sectors, and industries. In class, we will engage in a collective analysis of specific problems that leaders and managers face—first, diagnosing them and then, identifying solutions—to explore how organizations can meet and exceed their performance objectives. As part of that process, you will encounter a variety of practical and essential topics and tools, including mission, strategy, goals, structure, teams, diversity and inclusion, motivation, and negotiation.
Management and Leadership is designed to empower you with the skills you will need to make meaningful change in the world—whether you care about bike lanes, criminal justice, prenatal care, community development, urban planning, social investment, or something else. Whatever your passion, you can have an impact by leading and managing. In this course, you will enhance the technical, interpersonal, conceptual, and political skills needed to run effective and efficient organizations embedded in diverse communities, policy arenas, sectors, and industries. In class, we will engage in a collective analysis of specific problems that leaders and managers face—first, diagnosing them and then, identifying solutions—to explore how organizations can meet and exceed their performance objectives. As part of that process, you will encounter a variety of practical and essential topics and tools, including mission, strategy, goals, structure, teams, diversity and inclusion, motivation, and negotiation.
This course is appropriate for students interested in the role that leadership plays in advancing social innovation and social change in the context of democratic governance.
The course explores the role of leadership in organizational efforts to change thinking, systems, and policies—taking into consideration the contested process by which the responsibility of addressing intractable problems is distributed among key diverse actors in a shared-power world. Traditional approaches to leadership defined by single heroic individuals who influence followers are contrasted with new perspectives—consistent with the demands of today’s complex problems—particularly when we aspire to inclusive, transparent and democratic solutions. Emergent perspectives reveal leadership as the collective achievement of members of a group who share a vision, and who must navigate the constellation of relationships, structures, processes and institutional dynamics within the larger system in which they are embedded.
The course will focus primarily on the organizational level of action, but connections to the individual and policy levels will also be explored. An opportunity to apply course concepts in the context of a particular organization of the student’s choice (with instructor approval) will deepen and personalize the student’s understanding of the interconnections between the three levels of action, and challenge assumptions about leadership and social change and their implications for practice.