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Organizational Leadership - Curriculum
To provide a Christ-centered, challenging, and field-based doctoral program enabling organizational leadership students to become accomplished in current knowledge, theory-in-use, research, self-directed learning, and as facilitators of organizational learning.
The doctoral program is designed to be completed in three years but can be modified with approval from the department chairperson. Terms are normally 12-13 weeks in length (depending on holiday schedules) other than the intensive Summer Institutes. The program offers an integrated and seamless progression through courses that requires a one-step enrollment process. Courses are taken with a cohort of fellow students, which develops into an action learning team that incorporates the leadership knowledge and experience of both faculty and students.
Summer Institute I
DOL 710-Advanced Leadership Theory (3 hours)
DOL 720-Critical Inquiry (3 hours)
Academic Year 1
DOL 730-Leadership and Personal Development (3 hours)
DOL 740-Organizational Theory and Research (3 hours)
DOL 800-Human Development and Organizational Learning (3 hours)
DOL 760(a,b,c)-Seminar and Internship in Organizational Leadership (2 hours)
Summer Institute II
DOL 750-Change, Innovation, and Entrepreneurship (3 hours)
DOL 830-Global Perspectives on Leadership (3 hours)
Academic Year 2
DOL 810-Statistical Research Design (3 hours)
DOL 820-Advanced Research Design (3 hours)
DOL 840-Legal and Ethical Issues (3 hours)
DOL 860(a,b,c)-Advanced Seminar and Internship in Organizational Leadership (2 hours)
DOL 900(a,b)-Dissertation Prospectus (1 hour)
DOL 910-Dissertation Proposal (1 hour)
Academic Year 3
Summer Institute III
DOL 850-Governance, Negotiation, and Partnering (3 hours)
DOL 870-Financing and Funding the Organization (3 hours)
DOL 920-Dissertation (9 hours)
DOL710: Advanced Leadership Theory
Course Description
This course presents the key foundational concepts essential to an understanding of leadership and will therefore serve as a foundation to the entire course of study in this doctoral program. The paradigm of servant leadership will be considered within a thorough study of the historical and theoretical models of leadership. Leadership will be defined and should be understood within the context of action and function and then expanded into the specific context of organizational life. Learners should discover their unique giftedness to lead and serve and should actively build their leadership understanding and competencies.
Course Objectives
Upon completion of the course, students should be able to:
1. understand the historical development of leadership thought and the underlying paradigms of leadership choice that have existed throughout history.
2. articulate a theology of leadership that is consistent with a Biblical view and relate that view to the concept of spirituality in the leadership today.
3. understand the action basis nature of leadership and the implications of definition making for developing leadership theory, research and practice.
4. utilize the Organizational Leadership Model to assess the effectiveness of their own organizational leadership.
5. demonstrate an understanding of the development of leadership theory and the implications of the various schools of leadership thought.
6. appreciate Leadership as a discipline and a developing field of study.
7. evaluate and accurately present the servant leadership paradigm and its implications for leadership practice.
8. find and analyze current research in the field of Leadership.
9. assess and develop their personal skills and competences needed for effective leadership.
10. engage current topics in Leadership.
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DOL720: Critical Inquiry
Course Description
This course focuses on expanding the foundation skills required of conceptualizing qualitative inquiry and engaging in the scholarship of discovery. Students explore the human process of asking questions and discovering answers, and seeking solutions to organizational issues. Students learn to construct theory and test hypotheses. Students begin to identify possible topics for dissertation research and an approach to data collection.
Course Objectives
Upon completion of the course, students should be able to:
1. discuss the Triune God as the God of truth and contrast personal truth (i.e., special revelation through redemption) with propositional truth (general revelation through creation).
2. evaluate realism, post-positivism, and logical positivism as traditional ways of conducting empirical research.
3. understand and experience the essential quality of the excitement of discovery that comes from interactive and interdepartmental mindwork and field based inquiry and solutions to organizational problems.
4. develop skills in summarizing and evaluating readings and research of various research designs from the organizational leadership literature.
5. demonstrate mastery of critical inquiry methods to 1) use creative imagination in exploring possibilities and synthesizing ideas; 2) objectively consider differing perspectives of controversial issues; 3) explore moral dimensions of conflicting positions; and 4) perceive consequences of implementing solutions to perplexing organizational problems.
6. review and evaluate several organizational questions, issues, and ideas for possible dissertation inquiry to include problem statements, hypotheses, and appropriate research paradigms.
7. develop an organizational survey and corresponding interview guide for a topic of inquiry.
8. apply appropriate qualitative research methods to a topic of inquiry.
9. pass an approved course in the protection of human subjects (Federal mandate).
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DOL730: Leadership and Personal Development
Course Description
This course explores the leader's relationship to self and the unique demands of authenticity and character to leadership. Students will explore their unique life calling and assess their personal leadership practice and potential. The nature of people will be explored in an attempt to understand the human condition with its implications for motivation, learning and leading. Since leaders lead out of who they are, each student should reflect on their spiritual nature and explore the darker shadow sides of people that end up creating deep hindrances to effective leadership. This course will build off of and serve as a continuation of Advanced Leadership Theory.
Course Objectives
Upon completion of the course, students should be able to:
1. understand and apply Life Calling theory, assessment and coaching to their leadership and to the development of others.
2. articulate the concept of Emotional Intelligence and evaluate their individual EI competency strengths and weakness.
3. develop and implement a personal improvement and growth plan according to Senge's concept of Personal Mastery.
4. explore the importance of courage, credibility and moral development in leadership.
5. develop and implement a plan for personal Spiritual Formation.
6. develop a theory of human nature in order to understand the human condition and the impact of this on leadership.
7. understand and apply the theory and practice of Adult Learning to issues of personal learning styles and leadership development programs.
8. utilize Erikson's theory of Adult Development by relating it to their development and the critical issues involved in personal and relational health.
9. understand the role and implications of personal values in leadership.
10. identify and overcome personal obstacles to human growth and development.
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DOL740: Organizational Theory and Research
Course Description
An organization is a structured social system consisting of groups and individuals working together to meet some agreed-upon objectives. Organizational behavior is the field that seeks knowledge of behavior in organizational settings by systematically studying individual, group, and organizational processes. This course is a critical examination of macro-organizational theory and micro-organizational behavior in various cultural settings. The literature provides a necessary foundation for understanding the social construction of meaning from a Christian servant-leader worldview. It views the application of quantitative and qualitative research methods in a variety of research designs to organizational issues. This provides the student the requisite foundation for doing interpretive research.
Course Objectives
Upon completion of this course, students should be able to:
1. understand the theories, unique aspects, and complex structures associated with organizational problems within a variety of cultural environments.
2. compare and contrast the organizational behavior performance management model with your organization.
3. identify key communication skills and apply them to team decision-making.
4. explain an organizational communication model and make application to an organizational problem.
5. assess the impact of leadership on culture. Based on this assessment, apply theories to an organizational situation.
6. analyze basic group behavior concepts, the stages of group development, and the key factors in diagnosing group behavior.
7. synthesize a solution for a problem in your organization from systematic and critical analysis of core concepts, perspectives, and models relating to the behavior of complex organizations and their members.
8. think critically by carefully examining the literature and separating supported statements from opinion. Propose researchable questions of personal relevance and dealing with the behavior of organizations.
9. explain how scriptural principles and the leader as servant worldview support or do not support concepts in organizational theory.
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DOL750: Change, Innovation, and Entrepreneurship
Course Description
The purpose of this course is to understand how to use organizational diagnosis and strategic planning to help organizational leaders transform their organizations from their present state to a desired improved future state that allows organizations and their members to grow and develop to their full potential. Students should learn about change processes, innovation, entrepreneurship, barriers to change, and successful structures and strategies aimed at improving the total organization, groups, and individuals.
Course Objectives
Upon completion of the course, students should be able to:
1. identify and explain the dynamics of strategic change.
2. compare and contrast the role and relationship between individuals and organizations in the change process.
3. recognize barriers that must be overcome in initiating change and devise ways to overcome these barriers.
4. summarize an overview of classical change theory and methods.
5. summarize an overview of modern theory and approaches to change.
6. articulate in depth one modern approach to change and analyze it within their own organization.
7. practice current techniques that will enhance their ability to interact with the human element in the change process.
8. integrate the concepts of strategic and innovative change with other components of organizational leadership.
9. utilize the concepts of strategic and innovative change obtained in this course in an entrepreneurial manner to introduce an innovation in their organization.
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DOL760 (a,b,c): Seminars and Internship in Organizational Leadership
Course Description
The internship will be built upon a seminar-based practicum, in which students are taught by outstanding organizational leaders, interact with those leaders, and discuss current principles, knowledge, and practices being applied in today's organizations. Interns, in consultation with organizational leadership faculty serving as coaches, will engage with field-based learning teams in leadership practice, action learning projects, and organizational improvement processes in the workplace. Students will earn six hours of credit in two hour increments. (DOL 760a is a prerequisite for DOL 760b, which is a prerequisite for DOL 760c).
Course Objectives
Upon completion of the internship, students should be able to:
1. articulate, assess, and reflect upon an organizational leadership philosophy, mission, core values, and indicators of personal mastery.
2. engage in, document, validate, and reflect upon personal growth and leadership development across the year-long internship.
3. gather, analyze, and reflect upon 360 degree feedback in regard to their character, relational skills, leadership actions, and leadership influence.
4. map and analyze the interviews of at least three organizational leaders in their field and compare and contrast the responsibilities, core values, missions, visions, cultures, leadership principles, big picture goals, ideas, and results of the three organizations as benchmarked with their place of employment.
5. summarize, reflect upon, and evaluate outstanding organizational leaders they have directly interacted with during the seminars and internship.
6. build action learning teams, engage in a shared vision, build an operational plan, and implement, monitor, and analyze organizational improvement processes based on workplace issues or opportunities.
7. identify, mentor, and coach an aspiring workplace leader in a collaborative professional growth and development process during the internship.
8. implement the Organizational Leadership Assessment in their place of employment; and gather, analyze, report the data; and initiate organizational improvement processes.
9. engage in performance based leadership development, comment upon the field- based experiences, and document their actions and results.
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DOL800: Human Development and Organizational Learning
Course Description
The design of this course is to explore the theories of human development in relation to training and development where learning application is vital to the improvement processes for the individual, units, and the organization. Students will adapt and integrate human development, systems thinking, and current best practices for building a high performing learning organization. Micro leadership theory with a Christian view of human development and organizational learning will be included in this study.
Course Objectives
Upon completion of the course, students should be able to:
1. examine and defend the concept that learning is a God-given (innate) desire and ability of adult workers.
2. define human development and defend teachable points of view for fostering self- directed human growth and development and productive organizational learning.
3. compare and contrast the metaphors of the machine, the organism, and the brain as an approach for analyzing theory of human development and organizational learning.
4. compare, evaluate, and adapt the human development theories, the post-formal stage of thought, and social learning (cognitive) theory in facilitating organizational learning.
5. evaluate current systematic approaches of human development research and explain the fundamental beliefs, models, and practices required to nurture employee growth, development, and motivation in the context of organizational learning.
6. assimilate and evaluate research findings regarding learning skills, techniques, and motivation for human development in facilitating productive organizational learning leading to improved morale and productivity of employees.
7. practice and reflect upon the competencies that characterize learning organizations, to include personal vision, shared vision, integration, conversation, dialogue, debate, inquiry, collaboration, research, reflective analysis, and conceptualization.
8. practice and self-evaluate the ability to integrate systems thinking, human development, inquiry, double-loop learning, collaborative action research, and Model II theory-in-use to engage in productive team and organizational learning.
9. adapt Senge's five learning disciplines and the supportive principles, strategies, and practices and adaptations such as Gates, Tichy, and Welch in designing a collaborative organizational learning structure and strategy.
10. conduct a cultural audit of the social, cultural, economic, and legal factors that impact the individual and the organization to explain the significance of assessments, learning styles/techniques, human relations, and appraisals in HRD processes.
11. build an Action Learning Project Proposal capable of finding a solution to a significant issue and gather feedback on results.
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DOL810: Statistical Research Design
Course Description
This course will concentrate on the practice of statistics and applied research methods as tools for learning about the world. Methods useful for the analysis of experimental data are emphasized, and specific topics include one and two sample tests and confidence intervals for means and medians, descriptive statistics, one-way and two-way ANOVA, goodness-of-fit tests, categorical data analysis, and regression analysis. Students should critically evaluate data, produce graphical and numerical summaries, apply standard statistical inference procedures, and draw logical conclusions from analyses.
Course Objectives
Upon completion of the course, students should be able to:
1. practice and reflect upon fundamental concepts of basic and advanced statistical analyses.
2. demonstrate the ability to organize, present, and interpret data.
3. evaluate and interpret the results of statistical analysis.
4. demonstrate the relationship between research design and statistical methods.
5. use computers and statistical software for statistical analysis.
6. use measures of central tendency (mean, median, and mode) and dispersion (variance and standard deviation) to summarize numeric data; describe the distributions of variables - both discrete and continuous.
7. show how probability distributions are used to characterize the nature of random variables; describe the properties of a good estimator and be able to identify the appropriate probability distribution for each estimator; calculate both point and interval estimates for each population and sample measure.
8. carry out a test of hypothesis for (a) single populations -single sample inference (b) differences between two populations - two sample inference, (c) differences between multiple populations (ANOVA) (d) and goodness-of-fit and contingency analysis.
9. comprehend the concept of regression, showing how a regression model could be used to determine relationships between variables in simple linear forms and explain the difference between simple linear model and multiple regression model.
10. practice and reflect upon non-parametric techniques.
11. explore, evaluate, and expound upon research areas for dissertation.
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DOL820: Advanced Research and Design
Course Description
This course will explore the theory and practice of advanced research. Students should develop a high level understanding of the components of research necessary to produce a doctoral dissertation. The course will include problem definition, evaluation of appropriate methodologies, research design, reliability, and ethical considerations.
Course Objectives
Upon completion of the course, students should be able to:
1. understand the ethical dimensions of research of human subjects, including the issues of risk, informed consent, and researcher bias.
2. show the ability to frame research questions that appropriately study relations between variables, and which evidences skill in developing problem statements.
3. demonstrate an ability to plan and structure an investigation to answer research questions.
4. understand a wide range of data collection tools, including the means to select tools that are most appropriate for specific kinds of research.
5. carry out field-based research, which results in the discovery of relations and interactions among selected significant phenomena.
6. evaluate different kinds and levels of measurement, with particular emphasis on issues of reliability and validity.
7. analyze collected data, showing skill in assessing data quality, synthesis of the results, discovery of themes, and the integration of the findings into a viable conclusion.
8. understand the components of a doctoral dissertation proposal, which incorporates the above features into a comprehensive plan for a research strategy.
9. outline a preliminary draft of a potential research proposal, to develop skills in the first stage of the doctoral research process.
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DOL900a: Dissertation Prospectus (1 hour)
Doctoral students commence the dissertation prospectus writing during the summer residence institute when Statistics and Research Design is offered. The doctoral student will select their chairperson and begin the process of developing a 1-2 page dissertation prospectus. Upon chairperson approval of the prospectus the candidate, in consultation with the chairperson, will select the Dissertation Committee and commence the process of writing the proposal.
The prospectus should include a clear and convincing statement of the questions to be addressed in the study, an outline of the design of the study, research methods to be used, and a discussion of the contribution of the study to organizational leadership theory and practice.
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DOL900b: Dissertation Prospectus (1 hour)
Doctoral students will form their committee and seek committee approval of the prospectus and consultation for preparing the proposal. The doctoral student may begin the preparation of the dissertation proposal. (Prerequisite: DOL 900a)
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DOL910: Dissertation Proposal (1 hour)
Upon chairperson and committee approval of the proposal the candidate, in close consultation with the chairperson, will commence the process of writing chapter one. Upon committee approval of chapter one the doctoral students may begin writing and subsequent chapters, with the consultation of the chairperson and committee, of the dissertation.
The proposal should include a statement of purpose, rationale, a brief literature review, research questions, proposed procedures, the source of data, methods of data collection, methods of data analysis or data reduction, and the contribution of the study to organizational leadership theory and practice. Students will be advised by their dissertation committee to write a draft of the first three chapters of the dissertation (i.e., introduction of purpose and rationale, literature review, and method) as their research proposal. (Prerequisite: DOL 900b)
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DOL840: Legal and Ethical Issues
Course Description
This course is designed to explore the legal and ethical issues faced by today's leaders. With the Christian worldview as a backdrop, this course will challenge students to develop moral leadership as they confront ethical and legal issues. This course will take a case-based and project-based approach.
Course Objectives
Upon completion of the course, students should be able to:
1. espouse fundamental principles relating various areas of the law and the American legal system.
2. develop analytical and reasoning skills.
3. recognize the potential legal problems that might arise in their organization.
4. perform stakeholder and management issues analysis.
5. develop or evaluate an employee handbook from a legal and ethical point of view.
6. appraise a contract that is used in their organization.
7. conduct an audit of the legal and ethical issues that might impact your organization and design a plan to address them.
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DOL850: Governance, Negotiation, and Partnering
Course Description
This course examines the leadership roles and strategies of fiduciary, sociopolitical, ethical and legal responsibility of for-profit and not-for-profit organizations. Governance, partnerships, and negotiation issues using current research, case studies, and site-based inquiry will be explored. Topics include how market infrastructure (contracts, partnerships, alliances, regulations, policies, law, intellectual property) affects governance. Students will explore the significant roles that boards play in organizations, gain an understanding of the complex political environment in which organizations operate, evaluate simple partnership agreements, and become familiar with resources utilized in the governance of organizations.
Course Objectives
Upon completion of this course, students should be able to:
1. evaluate the governance structure, policies, fiduciary, and legal documents of organizations.
2. understand the substantive law of partnerships and corporations, including the forms of business organizations, partnerships, and corporations.
3. "think critically" in the area of partnerships and corporations by preparing a simple partnership agreement.
4. compare and contrast articles of incorporation, bylaws, the minutes of the first meeting of the corporation, and the corporate forms related to the organization of for-profit and not-for-profit corporations.
5. do legal research in the area of partnerships and corporations.
6. understand the fundamental role of alliances in the 21st century network-centric alliance world.
7. apply key concepts and their mutual relationships to alliance structure.
8. analyze how communications, rapport, and emotions play a part in negotiations and observe verbal and nonverbal cues during negotiations and interpret their meaning.
9. adapt principles of negotiations, develop strategies, incorporate critical elements in every negotiation, and identify core competencies of effective negotiators.
10. identify and define tactics used in negotiations, understand the meaning and use of tactics, and practice overcoming negative or blocking tactics.
11. create a strategy for dealing with people, develop steps for negotiations, and practice the rules and techniques for effective negotiations.
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DOL860(a,b,c): Advanced Seminars and Internship in Organizational Leadership
Course Description
Year two of the internship will be built upon a seminar-based practicum, in which students are taught by outstanding organizational leaders, interact with those leaders, and discuss current principles, knowledge, and practices being applied in today's organizations. Interns, in consultation with organizational leadership faculty serving as coaches, will engage with field-based learning teams in leadership practice, action learning projects, and organizational improvement processes in the workplace. Students will earn six hours of credit in two hour increments. (DOL 860a is a prerequisite for DOL 860b, which is a prerequisite for DOL 860c.)
Course Objectives
Upon completion of the internship, students should be able to:
1. clearly and convincingly defend an organizational leadership philosophy, mission, core values, and indicators of personal mastery supported by theory-in-use and current best practice.
2. summarize, reflect upon, and evaluate outstanding organizational leaders they have directly interacted with during the seminars and internship.
3. adapt and integrate organizational theory and design in the development of organizational learning and change action learning project designs.
4. engage in, document, validate, and reflect upon leading an organizational change or innovative process of productive learning and improvement across the year-long internship.
5. engage in, document, validate, and reflect upon a human development and organizational leadership action learning project within the unit or organization.
6. gather, analyze, and reflect upon 360 degree feedback in regard to their character, relational skills, leadership actions, and leadership influence within the unit or organization.
7. identify, mentor, and coach an aspiring workplace leader in a collaborative professional growth and development process during the internship.
8. implement the post Organizational Leadership Assessment in their place of employment; then gather, analyze and report the data and changes from year one to year two of the internship; draw conclusions and recommend organizational improvement processes.
9. engage in performance based leadership development, comment upon the field- based experiences, and document leadership practice, actions, and results in a performance-based portfolio.
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DOL830: Global Perspectives on Leadership
Course Description
This course will explore the theory and practice of International Leadership. Students will examine current literature about cross cultural leadership and the conceptual foundations on which it is based. Special emphasis will be placed on understanding globalization and its impact on how leadership is exercised in today's world. Students should also learn how to access information in this area, apply it to their professions and share it with their colleagues.
Course Objectives
Upon completion of the course, students should be able to:
1. understand the primary features of globalization and the implications for leadership.
2. describe the overall impact of international change, especially as it relates to their profession.
3. demonstrate cross-cultural awareness and understanding of the underlying values that motivate individuals.
4. evaluate the main components of key cultural theories, particularly those that explain symbolic meanings.
5. demonstrate skills in cross-cultural communication and know how to further develop this ability.
6. demonstrate how cultural assumptions affect leadership and the implications for working with people from other societies.
7. understand different concepts of leadership in non-American cultures and the ways to incorporate best practices into their work.
8. access and evaluate recent research in cross-cultural leadership issues, to stay current with the thinking in this field.
9. apply the insights of the course in a research exercise that incorporates the knowledge gained in this course.
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DOL870: Financing and Funding the Organization
Course Description
This course is designed to provide a conceptual framework for financial theories on obtaining and managing scarce resources to maximize organizational impact. These theoretical tools provide a base for understanding business environments, alternative methods of organization and financing, use of financial statements as a management tool, valuation methods and approaches to ethical dilemmas from the perspective of an owner or manager. Students should acquire a common level of financial competency and examine a variety of funding sources, including grants. A foundation will be established for future potential financial dissertation topics through a critical review and analysis of current research.
Course Objectives
Upon completion of the course, students should be able to:
1. develop an understanding that resources are given by God and the efficient and effective management of God's gifts are talents to be maximized.
2. describe the characteristics that distinguish not-for-profit organizations (NFPOs) from for-profit organizations and from governmental entities.
3. calculate key ratios, and to use them to evaluate an organization from the viewpoint of internal and external stakeholders.
4. acquire skills and apply time value of money concepts to evaluate a variety of investment alternatives, to include capital expenditures.
5. explain how budgets are used as a control tool.
6. become thoroughly familiar with balance sheet, income statement, and cash- flow statements in a NFPO.
7. understand and demonstrate the skills of accounting.
8. evaluate research on finding funding source alternatives.
9. build a proposal for funding a real or hypothetical NFPO.
10. develop a potential research hypothesis that is financial in nature.
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DOL920: Dissertation (9 hours)
Research and writing of the dissertation are undertaken during year two commencing with the prospectus and proposal preparation. Candidates will engage in research for and writing of the dissertation. At the completion of the dissertation work, the Dissertation Committee conducts a final oral examination during which the candidate defends the dissertation. If the candidate has not successfully defended the dissertation by the end of the third academic year (June) they are required to register for at least two Dissertation continuation hours per semester until the dissertation is satisfactorily completed and defended. (Prerequisite: 910)
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DOL921: Dissertation Continuation (2 hours per semester)
Candidates are required to register for at least two Dissertation Continuation hours per semester until the dissertation is satisfactorily completed and defended.
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