Ethics, Innovation, and Leadership: Paul Melendez Drives Change in Mining

As the University of Arizona's School of Mining and Mineral Resources continues to grow, its faculty members bring unique perspectives and expertise to the table. In this Q&A, Paul Melendez, University Distinguished Outreach Professor, and founder of the Center for Leadership Ethics in the Eller College of Management—a pioneer in leadership ethics and innovation—shares insights into what drew them to the School, the role of ethical leadership in the mining industry, and how their work aligns with the School's mission to address global challenges like climate change and resource sustainability. 

What drew you to join the School of Mining and Mineral Resources? 

I’ve always been drawn to new initiatives, and the creation of a new school fits perfectly with my passion for innovation. As someone who considers themselves an innovator, I find new ventures like this incredibly exciting. Additionally, I had the opportunity to meet with the leadership, particularly with Misael Cabrera, and I was very impressed by his expertise, passion, and strategic approach to shaping the school’s future. Having a strong, inspirational leader makes it easy to want to contribute and support the vision. Lastly, my own professional background aligns well with this role. As a professor, I’ve spent nearly 20 years working with mining companies both locally and globally, consulting, creating, and partnering with them. These three factors—the school’s newness, its leadership, and my experience—are what drew me here. 

What feeds your passion for research and teaching? 

One of my proudest accomplishments has been founding the Center for Leadership Ethics, the first of its kind at the college and university levels. This center operates on a three-pronged approach: organizational research, teaching across various levels, and impactful outreach programs ranging from K-12 to executive education. I’ve built my career around leadership and ethics, and the center provides a platform to integrate these areas in a meaningful way. My research and teaching extend beyond just the private sector, touching on public and nonprofit leadership as well. 

In the context of mining, the evolution of mining technologies, coupled with the global demand for resources, has created a perfect space to apply my expertise in ethics and leadership. This allows me to help companies not only remain profitable but also prioritize the welfare of their people and our planet—what I call the "triple bottom line" or the 3Ps: profit, people, and planet. 

What initially drew you to the field of leadership ethics? 

I was drawn to leadership ethics during the early 2000s when the corporate world was rocked by scandals. At the time, business schools came under heavy scrutiny—people questioned whether we were fostering a "take no prisoners" mentality in future business leaders. My former dean, Dr. Ken Smith, saw an opportunity to address this and asked me to create the college’s first business ethics course. That course is still taught today, 20 years later. 

However, I realized that offering a single course wasn’t enough; we needed a broader, strategic approach to cultivating a culture of ethical decision-making within the college. This led to the establishment of the Center for Leadership Ethics thanks to the support of dean, Dr. Pamela Perry. The Center. It allowed us to go beyond a tactical solution and work on influencing the overall culture within the college in a meaningful way. 

How does your work intersect with the School of Mining’s mission? 

There are three key areas where my work intersects with what the School of Mining is trying to achieve: ethics, organizational culture, and innovation. First, ethical leadership is essential, and I often work with mining companies on creating robust stakeholder engagement strategies, ensuring they meet both economic outcomes and ethical responsibilities. 

Second, I help mining companies improve their organizational cultures, not just focusing on safety but also on fostering environments where people can make ethical decisions even under pressure. Lastly, I’ve worked extensively on innovation. Mining companies constantly seek ways to innovate, whether it’s improving existing processes or adopting new technologies, and I assist them in embedding innovation into their everyday operations. 

Having worked with major mining companies like BHP Billiton, Fresnillo, and Komatsu, I’ve seen how these needs—ethics, culture, and innovation—are universal across the industry. These experiences help me bring a unique, informed perspective to my role at the School of Mining and Mineral Resources. 

How does the work in leadership ethics address global challenges like population growth and climate change? 

Without question, leadership ethics plays a pivotal role in addressing global challenges like population growth and climate change. As populations and consumption increase, the demand for critical and precious metals grows, placing greater strain on natural resources. Mining companies face the challenge of securing a social license to operate, which requires balancing profit with ethical and environmental responsibilities. 

Today’s mining companies are critical to meeting future population needs, but they must do so in a way that is more environmentally responsible. Ethical decision-making, innovation, and technology can help minimize environmental impact and foster stronger relationships with communities. This work doesn’t happen in isolation—it requires collaboration across multiple disciplines and institutions, and the School of Mining and Mineral Resources is at the forefront of that effort. 

What advice would you give to students interested in pursuing work similar to yours? 

I often get asked this by students, particularly those excited by the idea of working with global companies and engaging in innovative projects. My first piece of advice is to remember that it didn’t happen overnight. It takes years of building expertise, relationships, and credibility. While the work is incredibly rewarding, it requires a strong foundation in ethics, leadership, and industry-specific knowledge. 

I encourage students to be patient, stay curious, and take every opportunity to learn—whether through internships, research projects, or simply reaching out to industry professionals. The journey is just as important as the destination, and persistence will pay off in the long run.

A version of this article originally appeared in mining.arizona.edu and was written by Jason Gelt.