Become a more aware and ethical leader and move ahead in your field with a master’s in leadership.
Through a specialization in Leader Development, students gain strategies to help ensure that organizations thrive by effectively drawing on their human capital, which controls knowledge capital. Students learn how to recognize talent, analyze current and future human capital needs, and develop strategies to manage the impact of critical positions and key personnel. They also explore how leaders improve organizational capacity through the use of communication, knowledge management, training, and development. Students also examine strategies leaders use to manage individual performance as part of a shared vision to inspire and create an environment where people are productive collaborators and inspired supporters.
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 specialist 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.
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.
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 6801||Course||Organizational Effectiveness and Leadership||Credits||(3 sem. cr.)|
|Course Code||MMSL 6520||Course||Building Human Capital Through Training and Development||Credits||(3 sem. cr.)|
|Course Code||MMSL 6201||Course||Individual and Organizational Performance Management||Credits||(3 sem. cr.)|
Achieving measurable progress toward the organization's goals, or the degree to which the outcomes are achieved, is the meaning of organizational effectiveness. It is a key responsibility of human resource (HR) departments to plan for and support the organization's ability (both in terms of capacity and agility) to achieve the goals. HR has a leadership position in building organizational effectiveness, since capacity is directly proportionate to people and talent, and agility is directly related to how well a team responds to the need for change. Having the right people in the right positions and anticipating and filling gaps in key talent areas collectively lead to an organization's success. This course prepares the student with the skills to design and lead key organizational initiatives that both build its capacity and competitively position it for success.
Training and development provide an organization's workforce the tools it needs to contribute to success. Students explore the processes of conducting a needs assessment and developing a training proposal that builds the business case for a training intervention for both individuals and groups, creating the basis for an annual training and development plan. Integrating adult and workplace learning theory into the development of training solutions, students learn how to design, implement, and evaluate the effectiveness of a training solution.
Performance management involves the ongoing activities of employee evaluation and development focused on achieving the organization's short- and long-term goals. Performance management also is required to meet ethical and statuary requirements. Looking at the continuous nature of performance management underscores the importance of identifying and supporting talent development. Students assess performance management systems within the context of the defined system metrics supporting the organization's goals, and they assess the role of performance management in strengthening the organization through diversity and inclusion.