Course Descriptions
This 36-credit hour program includes all courses listed below, with the student selecting LEAF 526, 527, 528, 557 or 597 as appropriate. (All courses are 3 credit hours.)
LEAF 500: Organizational Leadership and Self-Development
Drawing on material from various social science disciplines, this integrative course focuses on research and models of leadership relevant to defining and achieving collective goals in a variety of organizational settings.
Students explore the relationship between personality and behaviors of the socially responsible leader. This course explores the historical development of leadership theory and examines multiple leadership models with
their associated strengths, weaknesses, and cross-cultural applicability to promote a broad understanding of leadership in an ethical context. Topics include personality theory, leadership style, theories of motivation,
power and authority; transactional leadership; path goal, contingency and trait approach theories; transformational leadership; leader-member exchange; and the corporate life cycle model. Approaches include diagnostic
instruments for self and others, role-plays, case studies, a writing project to establish a personal mission statement, and formulating strategies for balancing work and personal lives. The Leadership Portfolio is introduced.
LEAF 501: Critical Thinking, Problem Solving, and Decision Making: Methods of Organizational Research
The main goal of this course is to provide students with the tools necessary for effective problem solving and decision-making. The course is based on a model of creative problem solving and decision-making which unites
a firm understanding of various methodologies used for studying organizations, communities, and human behavior, with models and various decision-making techniques. The course includes the study of the inquiry process
appropriate to investigation of organizational dynamics and human behavior. Topics include facilitation, collecting and processing information, defining core issues, weighing multiple potential solutions and planning
for action. Common organizational processes and organizational skills practiced are gathering and organizing data, forecasting, decision making under uncertainty, and communicating or presenting results. Teaching methods
include lecture, computer assignments, case studies, and projects. Qualitative methods such as case studies, narrative accounts, and interviews will be discussed. Also, "scientific" ways of knowing will be contrasted
with more intuitively based decision-making processes, demonstrating the importance of both in making ethical and personal leadership decisions. During this course, students will be encouraged to apply methodologies
to their own experiences, and will engage in mini-projects designed to allow them to use various methods to aid in the discovery of their own leadership decision-making processes.
LEAF 502: Leadership and Organizational Ethics, Values, and Social Environment
This course presents an inquiry into the philosophical foundations of interpersonal relations and values in organizational contexts. The application of ethical, regulatory, and legal systems to the responsibilities
of people in organizations toward society and individuals is explored. The leader's ability to recognize and address ethical issues using a grounded visible decision making process will be presented. Case studies will
be used throughout the course.
LEAF 513: Developing Leadership Skills: One-on-One Leadership, Conflict Management, and Team Building
This course explores the problems, possibilities, and prescriptions when ethically leading in a one-on-one context, and how to effectively manage conflict and build teams. Topics include leadership style, systems thinking,
employee competence and commitment, diagnosis, style flexibility, goal setting, feedback, and relationship building as processes in developing people. Students learn to diagnose employee development level, flexibly
change leadership styles, set goals, listen, show how, and facilitate the problem solving of others. The second segment of the course emphasizes varied approaches and styles that facilitate the effective resolution
of conflict. The third segment of the course emphasizes that teams execute better, learn faster, implement change more readily, and deliver quality products and services quicker and more efficiently. As a result, the
team structure will be the vehicle organizations use to move forward in the new millennium. The M.S. program incorporates models for transforming organizations into team-based cultures. Students learn as team leaders
in the workplace to create a clear vision and purpose, empower and involve all team members, create an open, productive environment, meet deadlines, and celebrate successes. Teaching methods include diagnostic instruments
for others and self, role-plays, case studies, and a project that applies to the student's workplace.
LEAF 514: Leadership and Community: Empowerment, Collaboration, and Dialogue
An appreciation for and an understanding of the leadership processes of empowerment, collaboration, and dialogue in the context of creating and transforming community. Emphasis is given to understanding individual and
group development, structures of collaboration and dialogue, and leadership that is oriented toward process rather than product. For this course, the student may work individually or within a small group to become knowledgeable
about an agency or community group (identified below as practice setting), identify a goal/problem within the practice setting, and activate appropriate resources relating to the accomplishment of the goal or the solving
of the problem. The student will apply research methods (including quantitative and qualitative modalities) to become knowledgeable about the practice setting. By volunteering to spend time in a variety of positions
within the practice setting, the student will become increasingly sensitive to the culture of the agency (or community group). Drawing on foundational theories relating to decision-making and problem solving, the student
will become familiar with the problem solving mechanisms already in place at the practice setting. Applying theories of group dynamics and strategies for negotiation, the student will work with pivotal people to develop
a goal or a problem statement. The remainder of the course will be spent on activating appropriate resources to meet mutually agreed upon goals or to solve the identified problem.
LEAF 515: The Business of Leadership: Financial, Organizational and Cultural
This course examines basic administrative tools and leadership techniques as they apply to a variety of organizations. Financial accounting and reporting (covering the balance sheet, income statement, and statement of
cash flows) are introduced as important planning tools. The course focuses on identifying and managing organizational culture and people of diverse national cultures through differing approaches to leadership. Cultural
considerations are woven through the managerial topics of planning and organizing for domestic and global organizations. This course includes common business processes and skills, such as innovative problem solving,
negotiation, and effective presentations. Teaching methods include role-plays, discussions, case studies, readings, and experimental exercises.
LEAF 526: Leadership in Business
This course focuses on synthesizing the study of ethical, creative leadership into the context of business organizations. The course encourages examination of the leadership demands specific to the business environment
as well as personal application of these concepts. Common business process and skills studied are financial statement analysis, segment analysis, allocation and activity-based costing, transfer pricing, budgeting, and
cost/volume/profit analysis. Topics include costing methods, performance assessment, open book management and enterprise resource planning. Special attention is given to the legal and ethical context in the practice
of interviewing, selecting, training, promoting, and terminating employees. Teaching methods include lecture, computer assignments, case studies, and projects, illuminating the different and often conflicting factors
involved in incorporating financial data in visionary decision-making.
LEAF 527: Leadership in Non-Profit Organizations and Community-Based Change
Designed for students preparing to assume the role and duties of a leader, supervisor, or governing board member of a non-profit organization. This course will review theory and investigate specific methods of behaviors
of non-profit organization leaders. The course also develops the theory and practice of how community-based change often takes place under the aegis of members of that community themselves, rather than under the direction
of outside organizations. The connection is made between the need for non-profits to help implement change directed by community, rather than simply setting the agenda for the community.
LEAF 528: Leadership in Health Care Organizations
Designed for students preparing to assume the role and duties of a leader, supervisor, or governing board member of a health-care organization. This course will review theory and investigate specific methods of behaviors
of health care organization leaders.
LEAF 529: Transformational Leadership and Organizational Change
This course explores the problems and possibilities encountered when leading an organizational change effort. Topics include organizational vision, focusing behaviors, inspiring behaviors, levels of concern when making
organizational change, alignment of organizational systems, and theories of change. Students learn to form vision statements, examine systems alignment, and implement strategies for organizational change. Teaching methods
include diagnostic schemes, role-plays, case studies, and a writing project documenting an organizational change effort.
LEAF 530: Customers, Stakeholders, and Markets
This course focuses on internal and external customers and stakeholders while examining the key elements of marketing and underlying economic concepts. Students learn how to define a vision, determine salient customer
and stakeholder values, institute effective values-driven systems, create a constituent-driven culture, develop brand identity and position products or services, choose distribution channels and promotion techniques,
use statistical demand estimation, make pricing decisions, and develop a creative marketing strategy. Teaching methods include lecture, case studies, and simulations.
LEAF 540: Research Project/Thesis in Executive Leadership and Change - I
The first part of the research project/thesis consists of identifying and processing information, statistical inference, regression analysis, risk analysis, and information technology. The course affords an opportunity
to study a specific organizational problem or to institute an organizational change.
LEAF 541: Research Project/Thesis in Executive Leadership and Change - II
The second part of the research project/thesis consists of concluding the independent study under the supervision of a faculty member in the area selected in part one.
LEAF 557: Special Topics in Leadership
This class allows students and faculty the opportunity to design an individually tailored course suited to the special needs of the student or the cohort. Students can address a particular leadership issue peculiar
to their profession or work situation.
LEAF 560: Capstone Course in Leadership
This is the integrating course of the leadership program. There are two basic components of this capstone experience: first, peer evaluation and discussion of readings and research projects under the direction of the
seminar leader; second, review of the leadership portfolio for completion. Teaching methods include cases and simulations. As part of the second part of the course, students will be exposed to the concepts of leadership
development, personal growth, leading with soul, managing stress and self-management, working effectively with people, organizational and personal change. The course helps individuals develop a renewed sense of self
and learn how to foster the development of self-confidence and esteem. Individuals assess their core values and finalize a strategic personal plan including a vision and mission statement, to be included in their leadership
portfolio. The course helps participants focus attention on their creative potentials and how to begin to realize more of them. An appreciation for and understanding of different strategies and tools for fostering such
developments in others is explored within the context of Executive Leadership Studies and Change.
LEAF 597: Independent Study in Executive Leadership Studies
This independent study entails research conducted under the supervision of a faculty member in an area of mutual interest to the student and faculty member. The course affords an opportunity to study a specific organizational
problem or area of interest.
