Leadership Certificate Program

This course is organized to expose students to concepts and issues related to effective, ethical leadership and collaboration. Students will come to understand models and theories that describe these topics and gain practice thinking and writing critically. The goal of this course is for all to leave with the foundational strategies and knowledge to engage with others--as a leader and a team member-- to achieve good results in good conscience.

The interaction of individuals in formal organizations; theory and research integrated with cases and exercises to develop an understanding of the dynamics of motivation, communication, group decision making, leadership, intergroup relations, power, and conflict. Students are encouraged to apply this knowledge to managing relationships with superiors, subordinates, and colleagues in their own work settings.

The interaction of individuals in formal organizations; theory and research integrated with cases and exercises to develop an understanding of the dynamics of motivation, communication, group decision making, leadership, intergroup relations, power, and conflict. Students are encouraged to apply this knowledge to managing relationships with superiors, subordinates, and colleagues in their own work settings.

This course introduces the theory and practice of leadership: the capacity to mobilize group resources to affect fundamental change in organizations. Topics include understanding organizations as complex social systems; the difference between leadership and authority; navigating the politics of competing factions within organizations to achieve shared goals; emotional intelligence and the emerging neuroscience of leadership; the role of personal presence in establishing trust in leader-follower relationships; and the role of leadership in creating an environment in which risk-taking and innovative solutions are encouraged. The classroom, as well as students' experiences, become case studies in leadership. First class attendance is mandatory. This course combines classroom lecture and discussion with an online component. For the lecture and discussion components, this course is paired with the morning session of BLP/ORG ENGLSISH 205-CN taught by Leslie Fischer, and the in-class meetings are on alternate Saturdays: 9/29, 10/13, 10/27, 11/10, and 12/1. This course is part of the Business Leadership year one cohort.

Effective leadership requires knowledge and self-reflection, as well as strategic action. Such leadership should be grounded in the knowledge of foundational theories of leadership, including transformational, behavioral, situational, and contingency models, and the study of individual leaders and organizational contexts of leadership. The goal of the course is to help students define their own vision of leadership, to experience "leadership moments," identify personal aspects of leadership, and recognize that to be an effective leader in the workplace one must know how to motivate and empower people, foster relationships, and influence outcomes. Case studies and structured simulations are used to provide opportunities to "try on" various leadership roles and take strategic action. This course combines classroom lecture and discussion with an online component. For the lecture and discussion components, this course is paired with an afternoon session of BLP/ENGLISH 205-CN taught by Leslie Fischer, and the in-class meetings are on alternate Saturdays: 9/24, 10/8, 10/22, 11/5, 11/19. For the online component, students must have ready access to the Internet. This course is part of the Business Leadership year one cohort.

This course is an in-depth investigation of the forces driving organizational change and their impact on people and structure. Today's emphasis on quality, service, and efficiency has created great urgency for change that runs counter to other factors (e.g., a mobile labor force, uninspired leadership, and intense global economic pressures). The byproduct is often cynicism, self-preservation, and confusion--ingredients for disaster. Yet some organizations thrive; this course examines why, and explores change drivers and dynamics across organizational settings and situations ranging from major corporate mergers to not-for-profit politics. This course combines classroom lecture and discussion with an online component. This course will meet on 8/31, 9/7, 9/9, 9/14, and 9/16 in an intensive format. This course is part of the Business Leadership year two cohort.

In this course, students achieve a working knowledge of conflict theory and its application to negotiations; learn about their own conflict resolution style, understand how group membership can impact conflict. This course combines classroom lecture and discussion with an online component. For the lecture and discussion components, this course is paired with a morning session of BLP/ORG BEH 301-CN taught by Robert Ernest, and the in-class meetings are on alternate Saturdays: 1/12, 1/26, 2/9, 2/23, and 3/9. This course is part of the Business Leadership year one cohort.

No matter the type or size, conflict takes place daily within every organization. Despite that frequency, conflict still is misunderstood and mismanaged. Based on research, there are generally accepted two types of conflict; one has the ability to increase productivity, effectiveness and satisfaction -and the other that can create the exact opposite effect. This course explores both the positive and negative impacts of conflict, and include strategies used to identify and resolve conflicts so that benefits can be received, issues addressed, and relationships maintained. This course combines classroom lecture and discussion with an online component. For the lecture and discussion the course will meet in person. For the online component, students must have access to reliable internet. First class attendance is mandatory.

This course covers basic principles of planning, organizing, directing, and controlling the management process. Class discussions, lectures, and case studies are used to develop skills required to assess an organization's position, establish its vision for the future, and develop and implement strategies to achieve success. Prerequisite: ORG BEH 301 or equivalent.

This course will enable you to stimulate, select, and sustain innovations in your organization. It goes beyond simple checklists and frameworks by basing your innovation management skills on a thorough understanding of what drives creativity, what determines successful diffusion of innovations, and how technological change and evolution unfold. You will become familiar with practical approaches for how to structure innovation processes (e.g. stage-gate processes, collaborative/open innovation), how to evaluate innovations (e.g. with regards to technological, market, organizational, and relational risks), and how to ensure innovations' contribution to the bottom line. As part of the coursework, you will have the opportunity to apply these models to diagnose and address the innovation needs of your company, department, or team.

Leadership of global organizations requires understanding, appreciating and managing the impact of culture and the interplay of cultural patterns in everyday interactions. To be successful, leaders must be able to interpret complex cultural contexts and develop intercultural competence, not only in themselves but in the people they lead and the other organizations they work with. This course is designed to help students identify and explore the essential elements of a global mindset. Students examine the leadership styles of 21st century global leaders as they work collaboratively in teams to develop a unified construct of effective global leadership. This course is part of the second year Business Leadership cohort.

This course is conducted completely online. A technology fee will be added to tuition.