MOL 600 — Introduction to Graduate Study of Organizational Leadership. 1 hour.
The academic skills and learning techniques required to achieve success in graduate-level studies are discussed. Topics include theories of self-management, evaluation of personal academic strengths, decision-making and communication skills, study-group and team dynamics, time management, and other related issues. A grade of B or higher in this course is required.
MOL 601 — Leading, Learning, and Communicating in an E-World. 3 hours.
Students gain insight into how technology is impacting the way organizations and individuals lead, communicate, collaborate, share knowledge and information, and build ever-expanding communities of learning. Also addressed are issues involved in leading organizations through the process of change as new technologies are implemented in the workplace.
MOL 602 — Leadership Theories and Practices. 3 hours.
Drawing from the behavioral and social sciences to examine leadership theories, models, and practices, learners will make inventories of personal leadership behaviors and create individual leadership development plans. Development of leadership portfolios begins, as do collaborative learning team projects which focus on leadership issues/problems or change initiatives within organizations.
MOL 604 — Organizational Culture and Politics. 3 hours.
Examines behavioral science theory, as well as various factors that influence the culture of an organization, and focuses on the importance of utilizing an understanding of culture to build a well-performing organization. Learners will study the importance of social skills and managerial intelligence in organizations and analyze organizations from the perspective of internal political systems.
MOL 606 — Organizational Ethics, Values, and the Law. 3 hours.
An overview of the importance of ethical and values-based foundations of organizations, as well as the legal environments in which they operate. Learners will acquire greater understanding of and appreciation for the impact of values, ethical behavior, and diverse legal and regulatory requirements on the shaping of leadership style and organizational performance.
MOL 608 — Developing a Multicultural Perspective. 2 hours.
Learners will work to develop a multicultural perspective relative to an organization and its employees by examining how organizations function in a variety of cultures and explores organizational behavior theories as viewed by different cultures. Learner awareness of the implications of cross-cultural issues to an organization, as well as to society as a whole, is enhanced.
MOL 612 — Leading High-Performance Teams 3 hours.
Research, theories, and models of team performance, including the design and implementation of high-performance leadership in organizations, are explored. Assessments, simulations, and case studies will be utilized by learners to gain further insight into personality types, power and influence, trust-building, risk-taking, communication styles, motivational strategies, and team dynamics.
MOL 614 — Coaching, Mentoring, and Resolving Conflicts. 3 hours.
Survey of theories, models, and best practices related to mentoring and coaching employees toward higher levels of performance. Learners examine sources of conflict between supervisors and subordinates, as well as between/among peers, with a focus on methods of resolving such conflicts for the betterment of individual, team, and organizational performance.
MOL 616 — Leading Change and Transformation. 3 hours.
A look at the context of change and potential barriers to organizational change efforts. Learners are introduced to a variety of change interventions and best leadership practices to promote employees’ acceptance of and enthusiasm for change. The leader as change agent is emphasized, with attention given to techniques for human resources, process, and techno-structural and strategic interventions to facilitate organizational transformations.
MOL 618 — Financial Environment of Organizations. 3 hours.
Financial interpretation skills necessary to knowledgably read financial statements and understanding of how the results of leaders’ decisions can impact their organizations’ fiscal performance are topics presented. Course includes basic accounting concepts, fundamentals of finance, budgetary concepts, project cost-benefit analysis, and the general business environment, and how to assess the financial well-being of an organization.
MOL 620 — Performance-Based Evaluation Systems. 3 hours.
Methods of assessing individual and group performance are presented, with an emphasis on rewards systems to motivate employees to higher levels of achievement. Learners will acquire the ability to develop individual and team evaluations based on measurable outcomes that support organizational goals and objectives, as well as correlate performance standards with financial rewards and other forms of recognition.
MOL 622 — Strategic Leadership: Planning, Problem-Solving, and Decision-Making. 3 hours.
Examines models and best practices for organizational strategic planning, including leaders’ roles in the planning process and in implementing the plan at various operational levels. Various methods for analyzing and solving problems, as well as decision-making strategies, are discussed for utilization as change in organizations’ operations becomes necessary.
MOL 625 — Capstone Seminar in Organizational Leadership. 3 hours.
Learners make individual presentations regarding their leadership portfolios. In addition, collaborative learning team projects are reported to the cohort in the form of executive summaries supported by PowerPoint or other similar visual presentation. Verbal critiques of the projects are provided by other members of the cohort.