MOL 505: HISTORY AND THEORY OF LEADERSHIP (3)
This course provides an overview of both the development and content of major leadership models and theories as applied in organizational contexts. Many issues regarding leadership and organizations will be explored such as the concepts of organizational culture, paradigm and worldviews, including both biblical and secular perspectives.
MOL 510: LEADERSHIP AND COMMUNICATION (3)
This course explores the central role that communication plays in effective organizational leadership. In particular, leadership communication is critical to developing or changing organizational culture, which are key functions of leadership.
MOL 550: PROFESSIONAL DEVELOPMENT (3)
The Professional Development Course is designed to provide students with an opportunity for self-assessment, reflection, and goal setting as encouraged by noted leadership authors and theorists.
MOL 515: LEADERSHIP AND ETHICS (3)
This course explores the relationship between leadership and ethics. Beyond just an examination of ethical systems and ethical issues, this course attempts to understand the ways in which ethics is central to the very act and process of leadership.
MOL 525: LEADERSHIP AND MOTIVATION (3)
This course emphasizes understanding the relationship between effective leadership and work motivation, with an emphasis on “engagement.” The course includes several theories of motivation, which will help in understanding some of the practices that exist in work organizations. The course also explores assumptions about human nature that form the basis for motivational theories and practices.
MOL 520: RESEARCH METHODS (3)
This course is designed to acquaint students with various research methodologies and to enable students to design and develop data collection plans and data gathering instruments that can be used in ongoing workplace practice. The course emphasizes the use of qualitative methods in the context of conducting and interpreting research.
MOL 535: LEADERSHIP AND DECISION MAKING (3)
This course explores and analyzes decision-making theories, models, research, and techniques for the purpose of applying them to current organizational trends and issues that require the efficient utilization of effective leadership and decision-making skills.
MOL 540 PRINCIPLES OF ORGANIZATIONAL FINANCE (3)
This course provides an overview of the relationship between financial concepts and leadership. Many issues regarding economics, finance and leadership will be explored and will become practical and functional tools for examining the organization.
MOL 530: LEADERSHIP AND ORGANIZATIONAL CHANGE (3)
Change is one of the most significant organizational dynamics that has created the need for effective leadership. It is also one of the most misunderstood and poorly implemented processes that organizations experience. Through a study of related theories and models, this course lays the foundation for an in-depth understanding of the dynamics of positive organizational change.
MOL 545: LEADERSHIP AND STRATEGY (3)
Leadership requires strategy. Strategy is a type of action that decision-makers pursue to achieve a specific purpose from a unique perspective of oneself, the world and the way things work, while acknowledging we live in a world limited by scarcity. This course helps leaders differentiate what types of actions they must pursue to achieve leadership and its specific purpose.
MOL 555: INTEGRATED LEADERSHIP PROJECT (6)
The Integrated Leadership Project is a six-credit capstone academic endeavor that is developed over the course of the MSOL program experience, similar to a portfolio process. The ILP is a record, an expression, of the student’s individual conception of organizational leadership that describes how the theories and concepts from each course contribute to his/her developing perspective. It includes chapters related to each of the courses, an annotated bibliography on organizational leadership and a concluding chapter that summarizes the student’s personal philosophy of organizational leadership.