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Become a more aware and ethical leader and move ahead in your field with a master’s in leadership.
Those with strong leadership skills can rise through an organization to positions of increased executive responsibility. In this specialization, students gain some of the critical skills that executives need to be successful in complex organizations. Students examine how properly planning for and using budgets and resources can support success and aid decision-making. Students also examine the critical role of innovation in ensuring sustainable organizational growth as well as how leaders support innovation by cultivating a culture in which it flourishes. Students also are instructed on how to think about organizations as a system and look for opportunities to improve business performance through systemic and systematic thinking and utilizing well-established methods for process and performance improvement.
This sequence represents the minimum time to completion. Time to completion will 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 855-646-5286.
|Course Code||MMSL 6000||Course||Dynamic Leadership||Credits||(3 sem. cr.)|
|Course Code||MMSL 6105||Course||Finding Your Inner Leader||Credits||(3 sem. cr.)|
|Course Code||MMSL 6110||Course||Building Organizational Culture: Leaders as Architects||Credits||(3 sem. cr.)|
|Course Code||MMSL 6115||Course||Communication for Leaders and Managers||Credits||(3 sem. cr.)|
|Course Code||MMSL 6125||Course||Initiating and Managing Change||Credits||(3 sem. cr.)|
|Course Code||MMSL 6010||Course||Managing People and Promoting Collaboration||Credits||(3 sem. cr.)|
|Course Code||MMSL 6175||Course||Managing, Mediating, and Resolving Conflict||Credits||(3 sem. cr.)|
|Course Code||MMSL 6660||Course||Personal Leadership: Mentoring and Coaching||Credits||(3 sem. cr.)|
|Course Code||MMSL 6560||Course||Managing Business Partner Relationships||Credits||(3 sem. cr.)|
|Course Code||MMSL 6905||Course||Capstone: A Case for Leaders as Change Agents||Credits||(3 sem. cr.)|
Being an effective leader is essential in business and demands that an individual has a strong set of competencies including the ability to understand one's self, motivate others, understand organizational culture, and manage ambiguity. In this course, students begin their personal and professional transformation by closely examining their current strengths and weaknesses, values, decision-making processes, and approaches to dealing with difficult problems. Students also explore leadership in turbulent times by examining how effective leaders think as well as how various management styles impact situations and relationships within an organization. Topics include key leadership concepts with applications to authentic situations; personal leadership and competency assessment; personal and professional development planning; and ethical values-based leadership decision making.
Being an effective authentic and trustworthy leader requires considerable self-awareness based on commitment to candid self-reflection and the wisdom to recognize how they can best serve others through creating shared vision for a better future. In this course, students examine their values, experiences, skills, capabilities, preferences, and knowledge in context of their leadership aspirations. Students will examine factors that affect their ability to influence and inspire others and create plans to strengthen these leadership skills. Students will learn strategies to navigate in turbulent, changing environments that often pose difficult choices and discover how leaders rise to meet challenges and opportunities.
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 an 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.
The ability to communicate with others influences success in both professional and personal settings. As communities and places of work become increasingly diverse, the intersections of interpersonal and intercultural communication also increase, and communicators need to be aware that the cultural diversity of their audiences should affect the way they convey information. Students in this course examine interpersonal and intercultural intersections and study the influence of cultural diversity on interpersonal communication. By examining theory, students develop an approach to practice and hone individual strategies for communicating successfully in diverse interpersonal situations. Topics include interpersonal communication theory, intercultural communication theory, individual communication competence, nonverbal channels, person perception, conflict resolution, and listening and communication barriers.
Today's business environment is constantly evolving to accommodate changes in economy, leadership, new regulations, and internal reduction and growth. Organizations require leaders who know how to work through barriers to effect positive and efficient organizational change. Students in this course learn about situations that constitute and require such change. They engage in a variety of assignments through which they explore effective strategies for initiating change and anchoring change into corporate culture to achieve organizational goals as well as for managing unplanned or unwelcome change. Students explore a variety of approaches and methods to transition individuals and organizations within evolving environments. They distinguish between reactive responses and proactive responses to change and examine the implications of culture, inertia, and uncertainty. Additionally, students explore the importance of understanding motivation and effective communication in mitigating negative reactions to change and facilitating the change process itself.
Contemporary business environments are increasingly competitive, global, fast paced, and knowledge intensive. In these environments, effective use of human capital is vital to an enterprise's success and survival. In this course, students will explore practical issues related to developing individuals and managing collaboration and will examine the skills and strategies necessary to address them effectively. Students will examine ethical and legal implications of managing a diverse workforce including issues that arise from cross-cultural differences and virtual work settings. The importance of communication as a tool to manage internal and external relationships is emphasized as it relates to the effectiveness of managing people to achieve organizational goals. Topics include planning and executing staffing strategies, developing individuals, fostering positive work environments, creating and sustaining teams, maintaining influence in the organization, managing a global workforce, managing programs for productivity improvement, and planning and managing the human side of organizational change.
Managers and leaders must be skilled in conflict management including the capability to mediate or resolve conflict at the interpersonal through organizational levels. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. Students will gain the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students also consider the implications of emotion and the multifaceted array of conflict-management styles—factors for which professionals must account. They engage in hands-on, practical exercises in general contingency thinking and action approaches and communication styles designed to help them resolve conflicts and move toward win-win outcomes.
Mentoring requires an understanding and integration of many theories, including leadership, interaction, and communication, that support the development of effective leaders. Students in this course 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.
Human resource departments are increasingly becoming networked organizations. Students in this course build 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 examine how the human resource professional can leverage systems to integrate vendor-supplied services such as training, consulting, recruiting, assessment, coaching, and information systems.
Leaders face all sorts of complex issues and opportunities to effect positive change that require well-thought-through solutions. To be effective, leaders must be able to analyze facts, assumptions, and theories and prioritize potential solutions. Students in this course apply their leadership skills and knowledge and build upon those to critically analyze a challenging leadership situation and create a vision for bringing about a better condition. Students integrate themes from the program as well as their own authentic leadership preferences and experiences to develop a leadership case study that will enable them to showcase their ability to put their transformational leadership capabilities into action.
|Course Code||MMSL 6670||Course||Budgeting and Resource Allocation||Credits||(3 sem. cr.)|
|Course Code||MMSL 6620||Course||Fostering a Culture of Innovation||Credits||(3 sem. cr.)|
|Course Code||MMSL 6645||Course||Improving Business Performance||Credits||(3 sem. cr.)|
A key function of management is the ability to interpret financial data to make effective decisions. It often involves careful planning and forecasting that takes into account many factors, such as expenses, investments, and often, unforeseen financial obligations. Students examine the role of various accounting tools, budgeting, and resource allocation along with related processes within the organizational context and how those can be used effectively. They examine processes related to managing budgets and strategies to read and communicate effectively the often complex financial information related to organizational performance and then use these tools to make sound decisions. Students also explore and discuss the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.
In today's complex and uncertain environment, innovation is important to achieving business success. In this course, students examine how to be effective creative leaders who can readily apply imagination to resolve complex problems. Additionally, students explore methods to establish a work environment conducive to creative thinking. Students will gain a set of proven methods, skills, and strategies that enable innovative breakthroughs to occur in a much more deliberate and predictable manner. Topics include an overview of the concepts of creativity, foresight, and innovation; the diversity of different creative thinking styles; the "design thinking" process for business problem solving; work environments that stimulate creativity; characteristics of leaders who exemplify creativity that often leads to innovation; and the application of creativity and innovation concepts in organization settings.
One of the most critical challenges in maintaining and improving organizational performance is identifying core strengths and weaknesses within the organization and across the more general value creation landscape. The focus of this course is on the challenges and opportunities for managers to create value and to increase organizational performance through the effective deployment of systems thinking and change management skills. Students in the course explore systems thinking as a process whereby problems are viewed as individual components within a larger system, and they explore how various operational and systems thinking frameworks such as the Theory of Constraints and Lean Six Sigma can be utilized to optimize organizational performance in both industrial and service settings.