This 37 credit-hour Master's degree program offers a comprehensive and multi-faceted curriculum, preparing students to assume an advanced leadership role at the helm of organizations in their chosen field. Concentrations are available in Organizational Management, Not-for-Profit Management, Public Administration, Training and Development, and Higher Education – Student Services. The courses required for completion of the Master of Arts in Organizational Leadership provide all the tools necessary to advance your career, while offering the flexibility to enter the program at six different times throughout the year.
Taken as closely as possible to entrance into the Organizational Leadership Program, this course lays the foundation for learning plans, curriculum development, literature review, and initial research skills. This course introduces learners to the Mission of Lewis University, essential concepts of organization studies, as well as the faculty and learning community at this University. Psychometric instrument used in this course: Learning Styles Inventory. Note: This course replaces LL576 Organizational Assessment.
This course provides an analysis of foundational theories and practices of leadership, emphasizing the application of theoretical concepts to real-life leadership situations. Also examined are the impact of organizational history and structure on today's leadership challenges. Psychometric instruments used in this course: Big Five Personality Test, Type A, Locus of Control, Machiavelli Scale, Emotional Intelligence, modified MBTI, Self-Monitoring.
This course provides extensive opportunity for self-assessment and discovery of leadership abilities, as well as communication, decision-making, and learning styles. It explores personality theories, key contributors and factors, including personal and professional experiences, values and attitudes. Course provides students with the opportunity to discover, discuss and analyze their leadership style utilizing several inventories for identifying leadership competencies. Focus is on applying various instruments to assess effectiveness of personal, interpersonal and organizational leadership styles. Psychometric instruments used in this course: MBTI, Keirsey Temperament Sorter (KTSII), MOI Feedback, FIRO-B, Rath StrengthsFinder.
This course will engage learners in the discussion of ethics, studying how personal values, ethical models and reflective processes shape our ethical decision making in a leadership context. Our discussions and study will be grounded in western philosophical thought, organizational and societal moral realities including social responsibility with special attention to servant-leadership. Research will focus on ethical leadership, its importance and how leaders/learners can continue to integrate ethics into their own leadership stance. Psychometric instruments used in this course: Organizational Culture Ethical Index (OCEI), Leadership Preference Continuum (LPC).
Content of the course will focus both on cognitive skills (knowledge of the theories and strategies) and behavioral skills (enacting various strategies). The course also includes assessment tools whereby students can gain a greater understanding of their usual strategy along with its strengths and weaknesses. Critical thinking skills must be applied in the course. A mark of a leader is the ability to know when to go against prevailing thinking. So, while various 'lists' may be introduced during the course, students are expected to challenge those lists and ascertain what is valuable in them and what is not. The course is not designed to resolve all conflicts. Using real life case studies, this course explores the theories, practices and issues involved in managing conflict in interpersonal and intergroup settings. Also discussed are methods available to leaders to use conflict to advance their organization. Psychometric instrument used in this course: Thomas-Kilmann Conflict Mode Instrument.
This course provides an overview of processes and techniques for conducting applied research projects and evaluating various programs and initiatives at work. The course takes a practical approach to research, prepares students to evaluate the quality of workplace research instruments and data, and builds a foundation for aligning organizational objectives to workplace data. This course also includes preparation for the Capstone requirement in the MAOL program.
This three-credit course provides an opportunity for students to apply theory and learning from the MAOL program to the introduction of a collaborative change intervention in a real-life, organizational setting. By studying workplace scenarios and issues, students explore a vision for continuous improvement in the study of leadership. The Capstone process, which involves the student in conducting their own research methodology, includes a research paper and presentation. Instrument used in this course: Capstone Protocol.
Prerequisite: LL 592 Workplace Research
The emphasis of the course is on the examination of integrative thinking and problem solving as they pertain to leadership. The course focuses on developing problem-solving skills and methodologies for examination, evaluation and prioritization of information. Discussions center on the analysis of scientific methodology, language and interpretation, and their influence on the practice of leadership. Psychometric instrument used in this course: Watson-Glaser Critical Thinking Appraisal.
This course provides an overview of the Office suite applications (Word, Excel, Access, and PowerPoint) and their functions in assisting leaders to be successful within an organization. Participants will be provided opportunities to develop an understanding of current and emerging technologies and technology-related issues within the workplace as well as gain an understanding of application and software (i.e, Word, Excel, Access, and PowerPoint).
This course engages students in their discovery of skills, practices and theories related to organizational change. Students will identify key factors influencing organizational change, learn skills to minimize resistance to change and analyze key competencies of effective change leaders. Case studies will be examined as the course compares/contrasts different change models and distinguishes key success factors in making change efforts last within our organizations. Using their newly learned resources, students will develop a change leadership "roadmap" that integrates key learning objectives and demonstrates their success as a change leader. Psychometric instruments used in this course include: Tolerance for Ambiguity Scale, Big Five Personality Test.
This course is designed to provide students with an understanding of the potential contribution of mentoring and coaching programs as resources for leadership development. With an understanding of the skills and structures required for both mentoring and coaching programs, students will discern opportunities and design plans for implementing and evaluating programs to develop professional leaders in their own organizations.