MA Higher Education Leadership Course Descriptions
OLDR‐6000: Leadership & Excellence (3 hours) Overview of leadership theories and leadership concepts; systems and organizational perspectives, organizational performance and effectiveness, learning organization concepts and strategies.
OLDR‐6001: Strategic Leadership & Planning (3 hours) 215 The course is designed to prepare students with diverse perspectives, frameworks, skills and tools for executing effective strategy within mission‐driven organizations. Topics include effective mission‐driven organizations, role of strategic leadership, tools for developing and assessing strategic engagement, stakeholder concerns and opportunities for leading change initiatives and strategic planning.
RES‐6620: Introduction to Research (3 hours) This course examines foundation‐level principles and processes of social and behavioral research as applied across disciplines. This course is designed to enable students to acquire both a basic understanding and skills in general research methods. Specifically, the course prepares students to be critical consumers of research and to be active participants in the generation and implementation of research knowledge.
OLDR‐6002: Ethical & Social Leadership (3 hours) Examine and explore ethical dilemmas of leadership, the context and foundations of moral choice, moral implications of decisions and ramifications of leader choices. Ethical challenges and decision‐making criteria, stewardship and social responsibility in an age of increased organizational accountability and transparency.
HLDR‐6800: Law and Higher Education (3 hours) This course addresses the legal environment of postsecondary institutions and specific issues that affect higher education. In addition to faculty and administrative structuring, curriculum development and institutional financing, a university’s policy is affected by legal concerns, including constitutional privileges, ethics and regulations that may be relevant in regard to state and local municipalities. Students enrolled in this course will participate in research and weekly discussions evaluating the significance and importance of the limitations and allowances of government‐defined operating and monetary restrictions on academic institutions.
HLDR‐6810: Institutional Advancement and Development in Higher Education (3 hours) This course examines the role of Institutional Advancement in supporting the mission and vision of the higher education institution through the development of external funds, relationships with alumni and other external constituencies, and communications support and public visibility.
HLDR‐6820: Historical and Societal Issues in Higher Education (3 hours) This course addresses the major social issues affected by higher education, specific issues and trends, dominant themes of historical and institutional impact. Students enrolled in this course will acquire an improved understanding of previous events of the significance of higher education, including how it has developed and increased in importance to society.
HLDR‐6830: Governance and Leadership in Higher Education (3 hours) This course includes the theoretical perspectives on higher education organizations, the organizational structure, management and leadership of colleges and universities, and governance systems. Learners enrolled in this course will become familiar with the purpose of institutional governance, its various functions, administrative models and the factors utilized to define its strategies.
HLDR‐6840: Fiscal and Social Responsibility in Higher Education (3 hours) This course addresses the major financial and economic issues experienced within higher education including fiscal awareness, social responsibility and stewardship. Learners will be able to understand the primary concerns involved with budgeting, ethics and management within the higher education landscape, applying theories and principles to maintaining a functioning and sustainable institution. Learners will be exposed to the economic, political and organizational cultural factors that affect the allocation of monetary resources within the higher education organization.
KMIL‐6020: Knowledge Management for Higher Education Leadership (3 hours) Application of knowledge management principles to a university environment, including how to apply information regarding learners, faculty, staff, state and national legislature, and competing institutions to improve the academic quality and educational conditions of the organization. The process of acquiring 201 knowledge from a learning institution and developing a system to assist with future strategies that correspond with the current requirements, industry preferences and objectives of an institution.
OLDR‐6004: Leadership Capstone (3 hours) This course serves a culminating experience in which students are expected to apply knowledge and insights gained from their graduate course experience. The course is designed to provide a final experience in which students demonstrate mastery of content and allow an opportunity for closure and connection between courses. The purpose of this capstone course is to facilitate the integration and synthesis of content through critical thinking; it is also a turning point for the student from education to professional practice. Go back to MA Higher Education Leadership program.
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