Villanova University was founded in 1842 by the Order of Saint Augustine. To this day, Villanova’s Augustinian Catholic intellectual tradition is the cornerstone of an academic community in which students learn to think critically, act compassionately and succeed while serving others. Villanova prepares students to become ethical leaders who create positive change everywhere life takes them.


The strength of the Villanova experience comes in part from the University’s welcoming community. All members are bonded together by a shared responsibility to uphold the ideals of Saint Augustine and let the principles of truth, unity and love guide their lives. The Villanova community helps students grow intellectually, professionally and spiritually, and challenges them to reach their full potential.


The University’s rigorous academic experience, rooted in the liberal arts, forms an environment in which students and professors are partners in learning. The Villanova community is dedicated to providing a personalized experience that fosters every student’s intellectual and spiritual well-being. As part of their education, students are encouraged to enrich their own lives by working for those in need. Through academic and service programs, students use their knowledge, skills and compassion to better the world around them.


There are more than 10,000 undergraduate, graduate and law students in the University’s six colleges—the College of Liberal Arts and Sciences, the Villanova School of Business, the College of Engineering, the College of Nursing, the College of Professional Studies and the Villanova University Charles Widger School of Law. These colleges are the setting for an experience that develops both the heart and the mind, and creates the atmosphere where students are called to ignite change.


Villanova University is located in a suburban community 12 miles west of Philadelphia, Pa.

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Nominee for the O’Mara Award for Excellence in Graduate-Level Teaching

Most relevant research in Social Entrepreneurship at BCERC for Newbert & Quigley

2015 winner of G. Dale Meyer Best Paper Award

For positively impacting student professional development

2014 Certificate of Appreciation from Vanguard, Inc

2013 Citation of Excellence Award

Journal of Managerial Psychology Editorial Review Board

Re-examining the functional diversity-performance relationship: The roles of behavioral integration, team cohesion, and team learning

The motivational drivers underlying for-profit venture creation: Comparing social and commercial entrepreneurs

Unpacking team dynamics with growth modeling

Responsible leadership and stakeholder management: Influence pathways and organizational outcomes

Team deep-level diversity, relationship conflict, and team members' affective reactions: A cross-level investigation

Narda Quigley, PhD, is an associate professor of Management and Chair of the Department of Management and Operations at the Villanova School of Business. She attained her Ph.D. in organizational behavior and her research interests include motivation, multilevel issues, knowledge sharing, groups and teams in organizations, and emergent and cross-cultural leadership. Her work has been published in Organization Science, Organizational Behavior and Human Decision Processes, Organizational Research Methods, Journal of International Business Studies, and Journal of Business Venturing, among others. She currently serves on the editorial review boards of Journal of World Business and Group and Organization Management.

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Villanova School of Business Inspiring Minds Podcast: Understanding Modern Work Teams

After Trump council disbands, where do CEO & company reputations stand?

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Mahoney Family Endowed Professorship in Business; Professor of Management | Villanova School of Business

As the World Health Organization (WHO) has declared the coronavirus (COVID-19) a pandemic, organizations, schools and large public events have been scrambling in an effort to figure out what will happen next. 

But what if your employer doesn't have a formal work from home (or remote) policy?

"Given that a high percentage of families have two working parents, managers need to understand that their usual expectations for productivity are going to have to adjust," says Narda Quigley, PhD, professor of management in the Villanova School of Business. 

In addition, it will be a completely different dynamic for the manager-employee relationship. Deadlines and tasks will need to be fluid in a more virtual workday, Dr. Quigley says. 

"It is impossible to expect that there wouldn't be an extreme impact on the processes that organizations depend on for day-to-day functioning, and so the goals have to change accordingly. Productivity goals and expectations probably need to be tabled (or at least dramatically decreased) until more about COVID-19 is understood. The organizations that are able to be nimble in the face of an unknown and developing situation, yet understanding of the urgency of public health directives and the needs of their employees, will emerge from this situation with valuable experience that may help them weather the next unexpected situation."

Dr. Quigley also notes that women may be negatively impacted by an extended work from home period. 

"As work transitions to the home sphere, one question to consider is whether this disruption will have a longer-term adverse impact on the careers of women, rather than men. Given the continued prevalence of traditional gender roles and expectations around caretaking in many American families, women will likely be expected to focus less on work when they are working from home, particularly if they have children at home or individuals in their families who are sick. 

"Upon transitioning back into their regular working lives, women may find themselves further than ever from their next promotion. Organizations must be cognizant of this and understand that there are likely 'hidden' ways that women are contributing to their ongoing ability to operate—and without this activity, their ability to continue with business-as-usual would grind to a halt. However, this would require a fundamental, culture-wide rethinking of how we value what stands as work in this society, as American cultural norms are so strongly gender-specific."






What Coronavirus Means for the Workplace

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