Remember that Walden’s Title IV Code is 025042.
The Human Resources Leadership specialization helps you acquire a deeper awareness of leadership styles and how they affect individuals and teams. Learn to lead high-functioning teams and counsel senior management on key personnel issues. Adopt a strategic view of human resource management programs and how they align with organizational goals. Explore issues involved with mergers and acquisitions, global management of human resources, and high-performance systems.
Estimated time to completion may be less than 2 years. Time to completion may vary by student, depending on individual progress and credits transferred, if applicable. For a personalized estimate of your time to completion, call an enrollment advisor at 1-866-492-5336.
There are many challenges in the work of an ethical, vision-oriented leader at any level of organization. In this course, students examine these challenges and learn about the skills needed to navigate in turbulent, changing environments that often pose difficult choices. Students explore concepts related to level-five leadership and servant leadership, and they begin the process of self-assessment and reflection-in-action. Students are also provided with an introduction to Walden University, graduate studies at Walden, the M.S. in Leadership program, and all related processes and policies, including best practices of online learning and employing graduate-level standards to coursework.
Organizational leaders act as partners in shaping, and are shaped by, the organizational cultures they seek to influence. Students in this course learn to recognize the elements that make up and organization’s culture as well as ways to harness these for positive change and organizational success. They explore perspectives on how to make conceptual sense of the cultural landscape of organizations and examine the implications for leading and building effective communities at various levels of application. Students assess and discuss a variety of topics, such as tools of self-development, the reciprocal nature of leadership, and cultural components.
Effective leaders at all levels of organization apply their knowledge of group dynamics to create productive groups. They produce desirable goal-oriented behaviors within their groups, maximize the impact of diversity of people and perspectives on group functioning, and create cultures of trust and justice. Students investigate these aspects of the leadership role and how it creates vibrant, diverse communities, organizations, and groups. Students examine diversity in a myriad of contexts and explore the particular challenges of building effective teams that are fueled by diversity. Through assignments focused on personal assessments, real-world contextual frameworks, and application of theory integrated with personal experience, students sharpen their critical-thinking and writing skills while working toward becoming a more effective leader.
Leaders encounter many challenges as people from different cultures, social structures, religions, and languages participate in a globalized landscape and workforce. Students in this course examine these challenges and develop an understanding of the interrelatedness of nations in the global economy. They also explore the changing nature of international business and leadership. Students evaluate and discuss the concepts of sustainable business strategies, international trade, foreign direct investment, and regional economic integration in relation to leadership in a global environment.
Mentoring requires an understanding and integration of many theories, including leadership, interaction, and communication, that support the development of effective leaders. This course helps students understand and apply skills of effective mentoring, such as active listening, learning, empowering, and enabling change. Students engage in practical exercises, such as using feedback to create interactive dialogue and asking questions to acquire a deeper understanding of mentoring and coaching processes. In consideration of modern and virtual environments, students explore the challenges of mentoring or coaching individuals in a virtual or team setting.
One of the more difficult and large-scale challenges of leadership is effecting successful change in the face of resistance and conflict. Students in this course explore this challenge as well as the various facets of leading organizational change. They engage in writing assignments designed to help them focus their ideas and critically assess major topics, such as conflict resolution strategies aimed at the personal and organizational level. Students also consider the implications of emotion and the multifaceted array of conflict-management styles—factors for which professionals must account when making decisions regarding leadership and conflict resolution.
Leadership is a complex landscape of analysis and decision making. Students in this course work toward increasing their ability to think critically, with a long-term view, about identifying and analyzing problems and interpreting data. Through this practice, they learn to avoid common decision errors that occur because of faulty, deep-seated mental models. Students also review and discuss fundamentals of scientific research, including the application of qualitative and quantitative research methods to understand leadership phenomena for a conceptual and practical understanding of research strategies available to leaders.
An important leadership qualification is the leader’s ability to accurately and persuasively frame for their stakeholders solutions to complex problems. In this course, students learn ways to create and frame the decision-making context and to produce and present viable solutions for complex issues in volatile and uncertain environments. They analyze real-world problems and learn to identify and communicate with organizational stakeholders. Students create a plan to align stakeholder mental models with effective decision-making practices, using the tools of communication, engagement, consensus building, and strategic-decision models.
The concept and reality of a system and its dependence upon all its parts drives how decisions are made in an organization. Students in this course focus on building their capacity to see things systemically to be able to recognize a system and all its parts for effective decision making. They use systems thinking tools to model single, double, and multiple-loop feedback systems, at micro and macro levels of analysis, and they practice using multiple-scenario analysis. Through practical exercises, students learn how the practice of systems thinking lays the foundation for creating sustainable outcomes. Through discussion and reflection, they consider the impact of decisions and actions. Students have the opportunity to gain skills to plan for multiple scenarios, creating highly agile responses and preventing vulnerability imposed by rapid change with no ready response on the part of leaders and organizations.
This course is built on the fundamental idea that individuals achieve great change in organizations and communities of all sizes by working toward growth and positive change in their own lives. In this capstone course, students examine the challenges of rebuilding a sense of community in the world, starting with the final crafting of their personal vision profile and personal plan of action and resulting in changes that could reverse the declines of economies, communities, and families. Integrating themes from the program, students develop a personal plan of action and an evidence-based, formally researched, service project proposal within their communities.
In today's organization, human resource management plays an important strategic role and increasingly contributes to its competitiveness. Learners will explore how a more proactive and systemic approach to human resources addresses strategic business challenges throughout the organization - market positioning, talent acquisition, innovation, product development, quality, customer service, and operating functions. Learners will see how results-based performance management is tied to the organization's strategic agenda. Learners will compare different theoretical perspectives of strategic human resource management and see the value of preparing employees of the future today to create sustainable competitive advantage.
Human resource departments are increasingly becoming networked organizations. This course will provide students with the skills needed to evaluate build-or-buy alternatives for meeting human resource needs, negotiate contracts with service providers, develop service-level agreements, and track progress of ongoing contracts. Students will examine how the human resource professional can leverage systems to integrate vendor-supplied services such as training, consulting, recruiting, assessment, coaching, and information systems.
Maintaining a competitive advantage in business requires leaders who have the knowledge and skills to develop and implement growth strategies to ensure stability and promote expansion. Students in this course focus on the challenges and opportunities when leading organic growth and value innovation initiatives. Students build upon concepts ranging from skill-based strategy, organic growth, and value innovation, while evaluating the leadership challenges of developing new value and growth opportunities for organizations. They also explore and exercise various analytic strategic-thinking perspectives and tools that lend to the development and implementation of potentially successful and innovative organizational strategies in their chosen professional field.
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