M.A. in Organizational Leadership In today’s rapidly changing global environment, strong leadership is essential to any organization’s success. The M.A. in Organizational Leadership will help you develop the knowledge, perspectives, and skills that you’ll need to effectively lead people and organizations - whatever your leadership role may be. The program stresses innovative and humane approaches to management, with attention to the needs and performance of people. Placing equal emphasis on analytical and interpersonal skills, the program provides an overview of managerial skills that can enhance preparation for leadership positions in private, nonprofit, and public organizations. Overview A cohort of 15-20 students moves through the program together. A team of two to three instructors who facilitate the online learning and the monthly weekend community sessions leads each semester cluster of seven credits. Although each semester's cluster of activities includes three course titles, the actual delivery integrates the content to resemble the actual interconnectedness and complexity of the work encountered by managerial leaders. The program combines monthly weekend class meetings on Friday evenings and Saturdays with online sessions and individual study. Over five semesters of intense study, five clusters of skills and knowledge are examined, creating a contemporary organizational leader. Degree Requirements Each cluster of classes is taken in sequence and is a prerequisite set for the following cluster. Cluster I: The Learning Leader: 8 cr. total OL614 Leadership and Ethics (4 cr.) This course focuses on theories and styles of leadership and the ways in which outcomes are influenced through increased awareness of personal style and skills. Personal and professional ethics are analyzed, and ethical issues in organizations are explored.Upon completion of this course, students are expected to be able to do the following:Evaluate personal leadership strengths and opportunities for leadership success. Analyze the role of the leader in the context of organizational issues. Analyze one's learning and communication style as it applies to leadership in a technological world. Distinguish emotional intelligence competencies that contribute to leadership success. Analyze ethical principles that affect decision making. Analyze ethical dilemmas within organizations. Synthesize the individual, organizational, and systemic issues in ethical situations. Construct a process for ethically responsible decision-making and apply this model to ethical decision points. OL615 Critical Thinking and Research (4 cr.) This course focuses on exploring, analyzing, and evaluating information in order to think critically when creating leadership strategy.Upon completion of this course, students are expected to be able to do the following:Assess the foundational criteria, assumptions, and sources of beliefs and values. Use creativity and innovation as an aspect of critical thinking for leadership practice. Articulate the complexity inherent in controversial issues. Analyze an issue from several points of view. Create a research design and protocol for a research question. Synthesize information from multiple sources in planning for change. Engage constituents in using research to address organizational needs. Apply ethical considerations in research. Cluster II: The Connected Leader: 7 cr. total OL624 Collaboration and Teambuilding (4 cr.) This course focuses on collaboration skills in developing high performing teams. Personal power, conflict, and influence are examined. Teambuilding, coaching, and motivational techniques are also included.Upon completion of this course, students are expected to be able to do the following:Develop strategies for high performing teams. Evaluate the role of influence and personal power in building relationships. Analyze and apply appropriate conflict management approaches. Evaluate collaboration skills for teambuilding. Assess cultural situations in organizations. Evaluate supportive communication and coaching techniques Analyze an emotional competence framework, and apply it to teams. Apply systems theory, team collaboration, and shared vision to organizations. OL625 Communication Strategies (3 cr.) This course focuses on tools, techniques, and strategies for effective communication in organizational excellence. Presentation, negotiation, and advocacy are examined.Upon completion of this course, students are expected to be able to do the following:Evaluate how communication tools, channels, and techniques affect strategy. Demonstrate interpersonal communication to manage relationships via technology. Demonstrate effective and supportive listening skills in respectful engagement of others’ ideas, behaviors, and beliefs. Demonstrate the use of narrative and storytelling as a communication strategy. Demonstrate successful negotiating skills. Match vocabulary and voice to audience needs. Argue for and influence an audience on a critical topic. Present material in a visually appealing manner. Cluster III: The Global Leader: 7 cr. total OL634 Economic and Political Contexts (3 cr.) This course focuses on global, economic, and political issues influencing today’s organizations. Contextual factors and trends in world economics and politics are examined.Upon completion of this course, students are expected to be able to do the following:Analyze the factors influencing the international political economy and the management of organizations. Analyze the viewpoints identified in global politics. Analyze the influence of organizational beliefs and policies on global economies. Synthesize the cultural, economic, political, and social perspectives that impact organizations. Evaluate global trends important for effective local management. Articulate the challenges unique to organizations that operate globally. OL635 Social, Legal, and Cultural Perspectives (4 cr.) This course focuses on the legal and ethical stewardship of an organization within a contextual environment. Increased awareness of social responsibility and global citizenship is addressed along with cultural influences that impact organizations.Upon completion of this course, students are expected to be able to do the following:Demonstrate appropriate cultural and contextual communication. Evaluate components of and influences on organizational culture. Evaluate strategies for an organizational culture of diversity and inclusion. Respect viewpoints that differ from the view most dominant in cultures. Evaluate the choices and decisions required for social responsibility. Synthesize legal requirements with organizational ethical frameworks. Analyze compliance issues and principles that affect an organizational operating internationally. Cluster IV: The Change Leader: 7 cr. total OL644 Talent Management (3 cr.) This course focuses on talent analysis of the whole organization while advancing development of its mission delivery. Performance management principles are examined.Upon completion of this course, students are expected to be able to do the following:Analyze organizational talent demands. Assess an organization’s life cycle stage and plan for growth. Evaluate talent management models to address organizational needs. Evaluate recruitment and retention strategies for alignment with organizational values. Distinguish between talent management and leadership development. Synthesize intellectual capital issues related to talent management and knowledge management. OL645 Organization Change and Development (4 cr.) This course focuses on organizational change and the skills and strategies to address opportunities for positive impact on organizations and their missions. Systems thinking is examined.Upon completion of this course, students are expected to be able to do the following:Analyze and understand micro-organizational behavior and organizations as systems. Compare managed and emergent change approaches. Evaluate opportunities for planned and emergent change approaches. Evaluate components of the continuous improvement and learning culture. Identify obstacles to change and strategies to address them. Distinguish between strategies for changing individuals and changing organizations. Propose and evaluate goals and measures of success for change. Cluster V: The Adaptive Leader 7 cr. total OL654 Strategy and Innovation (4 cr.) This course focuses on strategic thinking and creativity in organizational leadership. Innovation is examined as a process to develop the strengths of an organization as a whole system and to deliver positive results.Upon completion of this course, students are expected to be able to do the following:Evaluate the creative process. Apply the principles of strategic management. Evaluate the processes for developing a strategic plan. Analyze the blocks and enhancement to developing creativity. Synthesize creativity in an organization with its capacity to innovate, change, and develop. Analyze trends in technology which influence company innovation and leadership. Assemble thoughtful, innovative strategies with creative practices for organizational learning. OL655 Capstone Symposium (3 cr.) This course focuses on integrating the knowledge, skill, and experience from all leadership coursework through research, writing, and a proposal for creative change.Upon completion of this course, students are expected to be able to do the following:Integrate, synthesize, and apply coursework in order to assess the role of the leader and leadership practice and its interconnection with organizational/systems functioning. Offer evidence of program outcomes that were met correlated with a course objective based on assessments from throughout the program. Evaluate information and its sources critically. Synthesie knowledge, skills, and experiences about leaders and leadership. Evaluate peer presentations using a supportive communication style. Locations Twin Cities Campus Contact Drew Rodiles | email@example.com | (612) 728-5198 Online Program Saint Mary's now offers an Online M.A. in Organizational Leadership program. Request more information Leadership Issues in the 21st Century Join Saint Mary's University of Minnesota for the first of a series of conversations about community needs.