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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‐6800: The Leader as Trainer, Mentor and Coach (3 hours)

This course is designed to provide students with an overview of the methods used by leaders to approach training, coaching and developing their organizational workforces. Faced with the constant of change and ever‐increasing global competition and pressures, organizations must find ways to develop the individuals, teams and leaders in their organizations if they are to remain relevant and competitive in today’s marketplace. Students explore various means that can be used for development, including various forms of training, mentoring and coaching. Ethical issues as they relate to development and coaching are also examined. Cross-Listed: MBAL-6005. 

OLDR‐6810: Leader Development: Cultivating, Sustaining and Renewing the Organization (3 hours)

This course is designed to provide an opportunity for exploration and critical examination of self in the context of leadership development and proficiency. The organizational leader is viewed as the lead learner whose responsibility is to cultivate, shape and sustain the development of the organization and personnel. Emphasis is placed on the practice of self‐reflective leadership grounded in established theory and principles. Students are encouraged to self‐assess and articulate their own generative capacities, professional renewal initiatives and leadership legacy. Purpose, intention and actionable plans for leadership growth and development are encouraged. Cross-Listed: MBAL-6010. 

OLDR‐6820: Leadership: Politics, Power and Applied Ethics (3 hours)

In this course students will examine the ethical dilemmas of leadership, the foundations and context of moral choice and the moral implications of decision making. In doing so, the purpose is to make visible the ethical challenges and decision criteria facing leaders, the role of politics and power in organizations, and the leader’s ability to promote and infuse organizational ethics and integrity into the culture. 

OLDR‐6830: Leadership Communication and Decision‐Making (3 hours)

This course is designed to provide students with an overview of the key elements of communication and decision‐making in 21st‐century organizations. Current, relevant and timely resources are explored to provide students with opportunities to analyze elements and functions of communication and decision‐ making. Significant emphasis will be on effective communication skill sets and competencies utilized in 216 organizational communication and decision‐making in the current global milieu, working in both real‐world and virtual environments. Cross-Listed: MBAL-6015. 

OLDR‐6840: Agents of Change (3 hours)

In this course students will examine the various roles and processes in organizational intervention as they relate to identifying, implementing and sustaining change. Organizational culture, climate, communication practices, mental models and change theories will be explored. Cross-Listed: MBAL-6020. 

Course OLDR 6850 Leading the Knowledge Enterprise (3 hours)

Leading the Knowledge Enterprise is a course that introduces students to the exciting and sometimes hard to define field of knowledge management. The role of the leader is emphasized, especially as it relates to identifying and leveraging the intellectual capital of an organization; promoting and facilitating knowledge sharing and innovation; intellectual assets; knowledge management strategy; the knowledge management cycle; and knowledge taxonomies.

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 Organizational Leadership program.