NAPL President and Chief Executive Officer Joseph P. Truncale has earned his Doctoral Degree from New York University’s Steinhardt School, Department of Media, Culture and Communication, concentrating in Graphic Communications Management and Technology. The traditional Doctoral Convocation was held at NYU’s Greenwich Village Campus in lower Manhattan on Thursday, May 12.
“To be able to earn a terminal degree in an industry that has been the core of my career for more than 25 years is wonderfully fulfilling,” says Truncale. “I just can’t imagine a better or more fitting way for me to bring a broader perspective to my role as NAPL’s CEO.”
Truncale first became involved with New York University’s Graphic Communications Management and Technology program in 2001, serving as an adjunct faculty member and co-teaching a graduate human resource course in Management Psychology along with faculty member (and former member of the NAPL Board of Directors) Dr. Greg D’Amico. Shortly thereafter, he was asked to develop a new course in Executive Leadership, which he has taught for the past seven years.
Now a required course in the Graphic Communications Master’s Program, the Executive Leadership course uses case studies, many taken from industry companies, to lead students through the process of balancing ethics and the day-to-day pressures of business as a future leader.
“When I first became involved in teaching as an adjunct, I could see how the dynamics of a rapidly changing industry requires a deeper level of thoughtful consideration for executive leaders,” notes Truncale. “That is when I became convinced that my learning experience, which was enhanced greatly through my teaching role, would accelerate significantly as a student in the Doctoral Program.”
The culmination of the Ph.D. requirements is completion of a dissertation. Truncale chose to study industry companies that have participated in NAPL’s proprietary research for more than 20 years. Specifically, he concentrated on companies that outperformed industry averages in organic sales growth and profitability for ten consecutive years.
“Of course, we looked at what these companies are doing that is different from the rest,” says Truncale, “but I also wanted to study the executive leaders themselves, and, specifically, how they communicate with the members of their management team.” The study was conducted using three survey instruments, two of which were completed by both the executive leader and his/her direct reports. Follow-up telephone interviews with selected executives and management team members rounded out the data gathering.
“What I learned from this study is that while successful companies may not be actively trying to emulate the textbook version of what scholars would call ‘the ideal leadership model,’ it turns out that in actual practice, they are, for the most part, doing just that,” Truncale notes. “The study yielded some very interesting correlations and conclusions and sets the stage for deeper, ongoing research.”
In addition to his operational responsibilities as NAPL’s CEO, Truncale also works with selected NAPL members and clients, facilitating strategy sessions, helping members create unique customer facing-strategies, and providing executive coaching and development. “I know that what I have learned from my course work and, especially, from my leadership research will enable us to provide our NAPL members and clients with new insights into how to lead an industry company to greater growth and profitability,” he adds.