This course is focused on the strengths and characteristics of effective leaders. Topics include self-leadership, the difference between leadership and management, the importance of communication, trust, team building, systems leadership, change leadership and conflict resolution. Students will assess personal leadership styles and the leadership of others.

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1. Define the meaning of leadership and related concepts.
2. Contrast the types of leadership and the difference between leadership and management.
3. Determine the role of decision-making, communication, active listening and trust in leadership.
4. Illustrate the importance of diversity, systems leadership, change leadership and conflict resolution within teams and organizations.
5. Determine the function of ethical decision-making within a leadership context.
6. Identify individual strengths, challenges and leadership styles.

This course guides participants in developing lifelong learning skills for leadership that apply to any organizational level in a wide variety of environments. Both historical and current leadership theory and practice are explored. By taking an active leadership role in this course, students examine the issues, challenges, and practical skills of leadership in today's workplace. Presentations, team activities, reflection, interviewing, and feedback which are all examples of developmental components within the course.

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1. Discuss the history of leadership theory and trace its evolution to current developments in the field.
2. Contrast current leadership models in the context of contemporary leadership practice in various circumstances.
3. Justify the potential of leaders as agents of change and vision in organizations.
4. Use current leadership models as a framework for analyzing leaders within their organizational culture.
5. Explore the mentor-protege relationship.
6. Identify and develop personal leadership strengths and areas for self-development.

Leadership is the process of motivating people to achieve project goals, usually in a dotted-line organizational setting. The success or failure of the project, and by extension the manager, is dependent upon the manager’s ability to assess the team as a whole, (strengths and weaknesses), and to then apply that analysis to the individual team members. Within the course, students will have the opportunity to survey and discuss multiple methodologies used to evaluate teams. Students will analyze how organizational dynamics and structure impact the manager, limit or increase their power, and their ability to perform their job.

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1. Use basic as well as advanced management terms and theories.
2. Compare and contrast multiple motivational and management models.
3. Identify and apply multiple conflict resolution techniques.
4. Identify a manager’s source and types of power.

Volunteers are increasingly important in the United States. Not only do financially strapped organizations use volunteers to enhance their capacity, but policy makers and community leaders see volunteering as a vehicle to improve communities and solve public problems. This course covers topics of volunteer administration: planning, marketing, recruitment, screening and selection, training, supervision, evaluation, and recognition. Students will gain an understanding of how the demographic of today's volunteer is changing, how best to deploy the talents of multi-generational volunteers, and how to provide a structured, objective framework to be accomplished by the volunteer corps. Legal issues surrounding the use of volunteers and designing effective volunteer policies are also discussed.

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1. Design roles and responsibilities for volunteers.
2. Develop a strategy for volunteer retention and growth that includes appreciating and rewarding volunteers for their service.
3. Identify legal and ethical issues concerning volunteer corps.
4. Develop effective and successful volunteer communication plans to build community.
5. Develop a plan for the inevitable departure of a volunteer from the organization.
6. Create training objectives to successfully prepare individuals for their volunteer roles.
7. Apply strategies for effective volunteer recruitment.

Leadership is the process of motivating people to achieve project goals, usually in a dotted-line organizational setting. The success or failure of the project, and by extension the manager, is dependent upon the manager’s ability to assess the team as a whole, (strengths and weaknesses), and to then apply that analysis to the individual team members. Within the course, students will survey and discuss multiple methodologies used to evaluate teams. We will analyze how organizational dynamics and structure impact the manager, limit or increase their power, and their ability to perform their job.

Fundraising is the act of soliciting contributions or pledges. Development refers to nurturing and building relationships over time between donors/philanthropists and organizations. The purpose of this course is to differentiate between fundraising, grant writing, and development strategies in organizations. This course will review ethics and transparency within fundraising, technology to facilitate resource development, social and business trends, and organizational adaptation.

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1. Differentiate the purpose of fundraising versus development in organizations.
2. Identify the individuals within an organization that aid in development.
3. Support ethical practice and transparency in nonprofit fundraising.
4. Construct fundraising processes, strategies, and sources.
5. Incorporate practices to maintain donor relationships, including motivating, nurturing, and engaging, into an overall organizational approach.
6. Analyze resource development innovations and potential opportunities for social enterprise.

This course provides students with an understanding of the principles of assessing change, managing change and the communication tools necessary to implement change effectively. Issues regarding client satisfaction, vendor satisfaction, morale and relationships will be explored. The effective manager must possess skills in adaptability to ensure that projects are responsive to changing conditions. This course develops a thorough understanding of strategic change within organizations.

In this course the student is introduced a variety of unique perspectives about leadership, which are drawn from different traditions in the literature, and from which the student selects to develop his or her own model of leadership. An action-based learning approach is conducted by each student to connect personal experiences with the theoretical construct.

The course focuses on the conflicts which arise when an individual’s ethics are counter to the organization’s practices. An historical review of various leader’s actions taken and consequences faced when confronted with an ethical dilemma is conducted. Each student assesses their ethical framework in context to an effective leadership model.

This course focuses on the strategy making process. Strategic leaders must consider multiple aspects when developing a strategic approach. Strategic leaders must evaluate the external and internal environment to determine the right course of action. Students investigate core concepts of strategy-making to aid in their development of a strategic mindset.

Volunteers are increasingly important in the United States. Not only do financially strapped organizations use volunteers to enhance their capacity, but policy-makers and community leaders see volunteering as a vehicle to improve communities and solve public problems. This course covers topics of volunteer administration -planning, marketing, recruitment, screening and selection, training, supervision, evaluation and recognition. Students will gain an understanding of how the demographic of today's volunteers is changing, how best to deploy the talents of multi-generational volunteers, and understand how to provide a structured objective framework to be accomplished by the volunteer corps. Legal issues surrounding the use of volunteers and designing effective volunteer policies are also discussed.

This course guides participants in understanding nonprofit organizations and their management. Topics include motivations for starting nonprofit organizations as well as theories and strategies to balance the unique needs of nonprofits within market economies. This course covers considerations for staffing and volunteer management, funding sources, asset management, program evaluation and leadership structures as elements of identifying qualities of successful nonprofit organizations at various stages of development. Projects may include interviewing, building a nonprofit business plan, and presentations.

Students will be introduced to different perspectives on conflict management and negotiation. Conflict will be explored in different contexts, including but not limited to intergroup conflict, cross-cultural conflict, and interpersonal conflict. An emphasis will be placed on interpersonal conflict. The course will utilize an applied approach by identifying effective strategies to manage conflict and negotiation, and provide appropriate methodologies for implementation.

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1. Identify a variety of different conflict structures.
2. Demonstrate an understanding of the complex dynamics underlying conflict situations.
3. Explain traditional and contemporary theories of conflict resolution.
4. Develop an evidence-based strategy for conflict intervention and resolution.
5. Analyze conflict situations and design resolution plans.

Successful leaders must learn to integrate different viewpoints to enhance creative problems solving, leadership ability and organizational effectiveness. This course will provide an overview of cultural diversity and multiculturalism in today's organizations. Students will be exposed to key concepts, models and issues of diversity in the organization and global society. The ethical and legal implications of managing cultures and diversity will be examined.

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1. Identify key theories, models and issues of multiculturalism as found in an organizational setting.
2. Explore contemporary organizational strategies for managing workplace diversity.
3. Gain greater self-awareness of one’s own cultural values, biases and behaviors and how they may influence our interpersonal behavior and interactions in organizations.
4. Understand and debate the ethical, legal and business-related reasons why managers should address diversity issues.
5. Develop greater competency and appropriate skills for working effectively with people from diverse backgrounds and orientations.

This integrative course is the final course in the Master of Science in Leadership. All other required coursework must have been completed prior to receiving approval to register for this course. The focus of the course is on defining and researching a leadership issue or problem. The applied research provides the opportunity to utilize strategy, research skills, analytical tools and models, as well as decision sciences with a culminating research project that can be of strategic benefit to the student and/or a current organization. After documenting the above, students will discuss and defend their project orally. PREREQUISITE: All required coursework must be completed.

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1. Synthesize, integrate and deepen the management knowledge and experience gained through the MSM program.
2. Apply management theory and practices to a real-world action-based project of your choice.