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GBLD511: Strategic Analysis, Decision Making and Evaluation

Develops knowledge and key skills necessary for conducting strategic analysis, decision making, and evaluation in the context of a ‘learning organization’ that is engaged in planning for complex social change. With donors and communities expecting results, and social-purpose organizations often working with uncertain long-term funding, competent planning is critical. The course will address how to establish innovative goals and processes, and project an ethical and accurate image of the organization, yet manage expectations that align with limited resources. Participants will be introduced to the processes of performance monitoring and evaluation, enabling them to assess the impact of organizational decision making and operations, and to revise decision making accordingly. Pre-requisites: GBLD501, GBLD505
Course Credits: 3.0

LEAD516: Concepts and Theories of Leadership in Organizations

Provides an in-depth and meaningful examination of the complex and evolving conceptions of leadership in Organizations. Examines major leadership theories in current literature to critically reflect on and understand challenges that face today’s leaders. Critical reflection on leadership literature and students’ own conceptions and experience of leadership will ground students’ studies throughout the program.
Course Credits: 3.0

LEAD517: Self-Directed Studies

Enables students to design and implement a personal course of study relevant to their specific needs and interests. Students select the topic, draft a course of study agreement, come to an agreement with the faculty member on the course of study, and pursue the agreed-upon course of study. This course includes a learning component in which students work online with a team of self-directed learners, sharing knowledge and receiving and giving peer support and feedback.
Course Credits: 3.0

LEAD526: Fundamentals of Personal Leadership and Learning

Examines the theory and practice of personal leadership including the pursuit of self understanding, self management of continuous learning, and professional responsibility and accountability. Develops students' abilities to incorporate action inquiry and continuous learning in the practice of leadership and the ability to model espoused principles and values. Provides opportunities to enhance personal strengths and address challenges. Fosters an appreciation of the interdependent and contextual nature of effective leadership. LEAD 526, LEAD 527, and LEAD 528 are corequisites.
Course Credits: 3.0

LEAD527: Communications and Leadership in Groups and Teams

Examines the theory and practice of leading productive teams and of facilitating groups. Fosters appreciation of students' abilities to communicate effectively in working relationships in support of productive collaboration. Develops students' expertise in promoting effective decision-making, optimizing the benefits of diversity, planning and implementing of team goals, and assessing of outcomes. Promotes awareness and application of ethical principles and concepts. Encourages a systemic perspective to ensure fluid communication with the immediate organizational environment and knowledge of influences of the environment on the team. LEAD 526, LEAD 527, and LEAD 528 are corequisites.
Course Credits: 3.0

LEAD528: Leadership in Systems

Develops an appreciation for organizations and communities as open and interconnected systems by focusing on the interdependencies of contexts, structures, and relationships on their limits and possibilities. Combines systems thinking theory and concepts with leadership experience in the cohort, as a learning community and in an organization, to develop practical knowledge and skill in creating learning and work environments that generate engagement, productivity, and continuous improvement. LEAD 526, LEAD 527, and LEAD 528 are corequisites.
Course Credits: 3.0

LEAD618: Advanced Action Research Design

Advances students’ knowledge of action research principles and methods as they are applied within organizations seeking to prepare for and implement change as a response to organizational issues, opportunities or problems. Gives students the inquiry tools they will need to conduct their Organizational Leadership Project (OLP) or Thesis as well as what they will need to be action research focused leaders within their own organizations. Pre-requisites: LEAD526, LEAD527, and LEAD528, LEAD530.
Course Credits: 3.0

LEAD626: Leadership for Organizational Change

Examines a range of options in leading change effectively, with multiple and diverse organizational issues, including context, structure, culture, politics, symbolism, and stakeholder involvement as sources of diversity, difference, unpredictability, and complexity. The course examines phases and strategies involved in complex organizational change, the leader’s possible roles in facilitating change, and the actions likely to be effective in such situations. *Co-requisites: LEAD627. Pre-requisites: LEAD 526, LEAD527, and LEAD528, LEAD530, LEAD618, LEAD628.
Course Credits: 3.0

LEAD627: Applied Methods for Organizational Leadership

Examines inquiry tools students need to be evidence-informed leaders within their own organizations and to conduct their Organizational Leadership Project (OLP) or Thesis. The course introduces methodology and methods for inquiry-based leaders and includes experiential activities in which students gather and analyze inquiry data, including interviews, focus groups, surveys and other methods common to organizational inquiry. Delivery. *Co-requisites: LEAD626 *Pre-requisites: LEAD 526, LEAD527, LEAD528, LEAD530, LEAD618.
Course Credits: 3.0

LEAD628: Capstone Design

Advances students’ knowledge of action-oriented inquiry approaches. Enables students to delve into the potential design and strategies that they will need to conduct their specific capstone, whether an Engaged Leadership Project (ELP) or Thesis. Supports students in becoming action focused leaders within their organizations and communities. Pre-requisites: LEAD526, LEAD527, and LEAD528, LEAD 516. Corequisites: LEAD 626 and LEAD 627.
Course Credits: 3.0

LEAD640: Organizational Leadership Project

This component of the MA program integrates all program competencies foundational to the practice of influential organizational leadership. The OLP asks that students conduct a project in the role of leader-as-inquirer in an organization to support proactive organizational change. The OLP allows students to practice organizational inquiry, leadership, communication, organizational consulting, and problem-solving techniques and methods. It also requires the thorough understanding and application and synthesis of the OLP related competencies. The OLP fulfills three essential criteria in that it: (a) meaningfully engages the sponsoring organization; (b) creates if not the reality then at least the possibility for positive change within that organization, and c) requires a genuine leadership stretch for the student. *Pending Approval
Course Credits: 9.0

LEAD680: Reflective Leadership: Applying Learning to Practice

*pending approval
Course Credits: 3.0

LEAD690: Thesis

Engages students in a systematic and scholarly study of a significant organizational challenge or opportunity, and through it, creates the possibility of positive organizational change. The Thesis option provides a leadership experience for the student that allows for development, demonstration and assessment of program competencies. The Thesis document presents a careful analysis of the findings, conclusions, recommendations, and implications of the change inquiry, and synthesizes, compares, and contrasts the relevant theoretical and empirical scholarship, and the professional practice literature. *pre-requisites: LEAD618, LEAD626, LEAD627
Course Credits: 12.0