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Online Organizational Leadership Courses

List of All Lewis MAOL Courses

The 36-hour online Master of Arts in Organizational Leadership program can be completed within two years and requires candidates to have a bachelor's degree and a GPA of 3.0 on a 4.0 scale. Students also have the option of choosing between five unique concentrations: Higher Education –- Student Services, Not-for-Profit Management, Organizational and Leadership Coaching, Organizational Management and Training and Development.

Core Courses: (24 credit hours)

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ORGL-50900 Leadership: Theories, Practices and Context (3 credits)

This course provides an analysis of foundational theories and practices of leadership, emphasizing the application of theoretical concepts to real-life 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, Narcissism.

Learning Objectives

  1. Discuss a broad range of leadership theories, across disciplines, which help to clarify the dynamic interaction between leaders and followers.
  2. Explain how leadership is a social phenomenon which includes contextual, historical and cultural perspectives.
  3. Compare and contrast traditional autocratic leadership styles with participative and servant leadership approaches.
  4. Defend the importance of follower involvement in the leadership cycle with particular emphasis on motivation, power and influence.
  5. Examine factors related to change leadership that impact organizational effectiveness and external adaptation.
  6. Create a self-reflective leadership assessment to help foster personal goals and leadership development.

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ORGL-51200 Assessing Leadership Skills (3 credits)

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 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), FIRO-B, Rath StrengthsFinder.

Learning Objectives

  1. Examine the constructs measured by different assessment tools.
  2. Assess factors important for evaluating assessment tool quality and effectiveness.
  3. Evaluate results after completing and scoring assessments.
  4. Explore strengths and potential opportunities for leadership and professional development.
  5. Identify appropriate situations, approaches, and ethical responsibilities when using individual assessment tools.
  6. Create an individualized Leadership Development Plan.

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ORGL-52400 Leading Change (3 credits)

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 "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.

Learning Objectives

  1. Analyze organizational change initiatives and their failure rates.
  2. Examine the impact of internal and external forces of change on long-term organizational effectiveness.
  3. Evaluate reasons why organizations and individuals resist change.
  4. Differentiate between popular models of change leadership.
  5. Apply common change management principles to the change experience.
  6. Examine how individual traits and behaviors of a change leader can impact the change experience (e.g., emotional intelligence, spiritual intelligence, etc.).
  7. Create an organizational change "roadmap" outlining specific actions effective leaders would implement to bring about large-scale organizational change.

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ORGL-53600 Ethics, Integrity and Social Responsibility (3 credits)

This course will engage students in the discussion of ethics, studying how personal values, ethical models and reflective processes shape our ethical decision making in a leadership context. 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).

Learning Objectives

  1. Evaluate leadership practices through the perspective of ethical principles and behaviors.
  2. Explore the relationship between social responsibility, organizational culture and ethics.
  3. Describe the relationship of servant leadership to ethics and social responsibility.
  4. Discuss the foundational philosophical systems from which ethics emerges.
  5. Incorporate the normative ethical theories of virtue, deontology and consequentialism into the ethical reflection process.
  6. Describe the relationship between the religious/philosophical dimension and the scientific dimension.
  7. Integrate an ethical reflection model into one’s personal leadership practices.

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ORGL-53900 Conflict Management (3 credits)

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.

Learning Objectives

  1. Discuss a broad range of theories, across disciplines, that define and clarify the nature of conflict.
  2. Compare and contrast different conflict management techniques.
  3. Employ a variety of strategies for managing conflict in various situations.
  4. Create climates in which constructive conflict can occur.
  5. Develop verbal and non-verbal skills required to communicate conflict management, with particular emphasis paid to active listening and group facilitation skills.
  6. Recognize cultural differences in the management and adaptation of conflict.
  7. Identify how leaders can manage their own conflict as well as conflict among their followers.

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ORGL-55500 Psychology of Motivation (3 credits)

This course examines contemporary approaches to motivation and the design and implementation of motivational strategies for effective individual and group performance. Students will review the work of theorists such as Hertzberg, Hackman and Oldham, Deci and Ryan, as well as emerging models of workplace motivation. Psychometric instrument used in this course: Rath StrengthsFinder.

Learning Objectives

  1. Describe various motivational theories and techniques, applicable across a variety of situations.
  2. Identify factors that affect your own motivation.
  3. Discuss innovative approaches to motivating people who work in organizations.
  4. Improve leadership and managerial skills through the application of motivation theories to case scenarios and real-world problems.
  5. Differentiate between extrinsic and intrinsic motivation (including differences between motivation and engagement).
  6. Explain the effects of intrapersonal and interpersonal characteristics on motivation.
  7. Practice diagnosing motivation problems among individuals and teams.

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ORGL-59200 Workplace Research: Critical Thinking and Decision Making (3 credits)

Based upon sound decision making and critical evaluation, this course provides students with processes and techniques for conducting applied research in the workplace, evaluating various programs and initiatives at work, and interpreting data to create informed decisions. The course focuses on developing decision making skills and methodologies for examination, evaluation and prioritization of workplace information. This 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.

Learning Objectives

  1. Evaluate why research and data are important in the workplace to inform decision making.
  2. Use critical thinking and decision making to interpret data.
  3. Learn skills and terminology associated with conducting research.
  4. Evaluate the validity of research-based conclusions.
  5. Describe effective and ethical methods for conducting applied research that measures behaviors and attitudes in the workplace.
  6. Develop research practices based upon descriptive, experimental and/or qualitative research methods.
  7. Evaluate the effectiveness of leadership interventions by interpreting outcomes and data.

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ORGL-59500 Capstone: Leadership and the Future (3 credits)

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 a detailed case analysis, includes a paper and presentation.

Learning Objectives

  1. Analyze a workplace scenario using critical thinking and decision making to determine a desired course of action.
  2. Integrate concepts presented in the MAOL curriculum to inform leadership practice, focusing on change, culture, individual development, teamwork and future practices.
  3. Demonstrate mastery of knowledge related to theories, principles and concepts presented in MAOL core courses.
  4. Construct a comprehensive essay response to the workplace scenario provided (Capstone paper).
  5. Deliver a presentation summarizing key points from the Capstone paper (Capstone presentation).

ORGL-59200 is a prerequisite for ORGL-59500.

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Concentration Courses: (12 credit hours)

Higher Education -– Student Services

Organizational and Leadership Coaching

Organizational Management

Not-for-Profit Management

Training and Development

Learn More

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