Online Master of Arts in Organizational Leadership - Curriculum
Lewis University’s online Master of Arts in Organizational Leadership program allows students to target their leadership development. Highlights of the curriculum include:
- Program can be completed in two years.
- Students have the option to choose from one of five unique concentrations: Higher Education - Student Services, Nonprofit Management, Organizational Management, Professional and Executive Coaching, and Training and Development.
- Program consists of 8 core courses (24 credit hours) and 4 concentration courses (12 credit hours) for a total of 36 credit hours.
ORGL-50900 Leadership: Theories, Practices and Context (3)
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.
ORGL-51200 Assessing Leadership Skills (3)
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.
ORGL-52400 Leading Change (3)
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.
ORGL-53600 Ethics, Integrity and Social Responsibility (3)
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).
ORGL-53900 Conflict Management (3)
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.
ORGL-55500 Psychology of Motivation (3)
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.
ORGL-59200 Workplace Research: Critical Thinking and Decision Making (3)
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.
ORGL-59500 Capstone: Leadership and the Future (3)
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.