Course Outline

MSLD 520 : Management Skills for Leaders

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Last approved: Wed, 20 Jan 2016 14:12:45 GMT

Last edit: Wed, 20 Jan 2016 14:12:44 GMT

College of Business (WBUAD)
Management Skills for Leaders
This course emphasizes the integration of the individual into the organization by studying the current and fundamental issues in organization theory and organizational behavior as they relate to the individual. The effectiveness of the individual in the organization is examined in terms of personal traits such as communicative abilities, leadership style and potential, and beliefs about organizational ethics and social responsibility.

The goal of this course is to develop a foundation of management skills for emerging leaders. The course provides reflection, assessment, theoretical underpinnings, conceptual mapping and contextual examination of foundational management skills such as self-awareness, stress and conflict management, problem solving and effective communication, motivation, empowerment, delegation, team building, holding effective meetings, coaching and mentoring, leading positive change, and developing power and influence.

Upon completion of this course, the students will be able to:

1. Manage aspects of their life and relationships through the application of lessons learned throughout the course involving time and stress management, problem solving, influence building, team building, delegation and empowerment, conflict resolution, and communication skills.

2. Complete a personal assessment of their management skills and have greater awareness of their limitations.

3. Demonstrate their understanding of the concept of Self-Awareness by describing their personal level of Self-Awareness and developing a Self-Awareness improvement plan.

4. Explain the major techniques that can be used on a short-term or temporary basis to reduce stress.

5. Explain specific techniques related to defining problems and generating alternatives that can enhance the creative problem-solving process.

6. Demonstrate their understanding of likeability and determine actions that they can take to increase their power and influence.

7. Describe the key steps a manager may take to foster exceptional behavior in subordinates, as well as the actions an employee might take if the steps are not used correctly.

8. Compare and contrast different conflict management strategies.

9. Discuss the 10 rules of thumb used to delegate work effectively and provide examples of each.

10. Explain the stages of team development and the key interpersonal behaviors typically exhibited by team members in each stage.

11. Create an effective oral presentation using the computer as a tool for communicating with groups.

12. Describe the "Five Ps" of effective meetings and prepare an agenda that they might use to lead a meeting in their workplace.

13. Describe the five key management skills and activities required to lead positive change.

Located on the Daytona Beach Campus, the Jack R. Hunt Library is the primary library for all students of the Worldwide Campus. The Chief Academic Officer strongly recommends that every faculty member, where appropriate, require all students in his or her classes to access the Hunt Library or a comparable college-level local library for research. The results of this research can be used for class projects such as research papers, group discussion, or individual presentations. Students should feel comfortable with using the resources of the library. 

Web & Chat:
Text: (386) 968-8843
Library Phone:  (386) 226-7656 or (800) 678-9428

Bass, B. (1990). Handbook of leadership: Theory, research and managerial applications (3rd ed.) New York, NY: Macmillan. Boyatzis, R. E. (2000). Development in emotional intelligence. New York, NY: Bantam. Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture. San Francisco, CA: Jossey – Bass. Chartrand, J. M. (2012). Now you're thinking: Change your thinking-- revolutionize your career-- transform your life. Upper Saddle River, N.J.: FT Press. Goleman, D. (1998). Working with emotional intelligence. New York, NY: Bantam. Goodpaster, K., Nash, L., & de Bettignies, H. (2008). Martha McCaskey. In Leadership: Ethics and leadership anthology (pp. 153-163). New York, NY: McGraw Hill Primis. Hartman, L. P., & DesJardins, J. (2008). Ethical decision making: Personal and professional contexts. In Leadership: Ethics and leadership anthology (pp. 62-89). New York, NY: McGraw Hill Primis. Kirby, G. R., & Goodpaster, J. R. (2007). Thinking: an interdisciplinary approach to critical and creative thought (4th ed.). Upper Saddle River, N.J.: Pearson Prentice Hall. Loehr, J., & Scwartz. T. (2008). The making of a corporate athlete. In Leadership: Ethics and leadership anthology (pp. 190-201). New York, NY: McGraw Hill Primis McNiff, J. (2002). Action research for professional development: Concise advice for new action researchers Retrieved from Northouse, P. G. (2007). Leadership: Theory and practice. Thousand Oaks, CA: SAGE Publications. Paul, R., & Elder, L. (2012). Critical thinking: Tools for taking charge of your learning and your life (3rd ed.). Boston, MA: Pearson. Peters, T. (1988). Thriving on chaos. New York, NY: Knopf.

Written assignments must be formatted in accordance with the current edition of the Publication Manual of the American Psychological Association (APA) unless otherwise instructed in individual assignments.

ActivityPercent of Grade
Input Grading Item100

Undergraduate Grade Scale

90 - 100% A
80 - 89% B
70 - 79% C
60 - 69% D
0 - 60% F

Graduate Grade Scale

90 - 100% A
80 - 89% B
70 - 79% C
0 - 69% F
Written and oral communications, aviation applications of subject matter, and computer skills are emphasized in each course offered throughout the Worldwide Campus.
1. Management skills assessment 2. Self-awareness model 3. Critical thinking applications 4. Develop a self-awareness plan 5. Intellectual perseverance 6. Conflict management 7. Achieving life balance 8. Time management 9. Literature review 10. Brainstorming and problem solving 11. Supportive communications 12. Motivation 13. Empowerment and delegation 14. Team development 15. Organizational change the this is that there 16. Presentation design 17. Mind mapping 18. Polyarchic principles 19. Journaling / blogging 20. ePortfolio organization and content system
Dr. Matthew Earnhardt - 2/20/2015
Dr. Ed Knab - 2/20/2015
Dr. Wayne Harsha - 2/20/2015
Dr. Bobby McMasters - 2/20/2015
1-6 Master of Science in Leadership 1. Core leadership knowledge, competencies, skills, and behaviors. (Foundational)
2. Self-awareness as a leader and a scalable framework to evaluate, assess, and renew leadership competencies. (Personal Transformation and Mastery)
3. The capacities to coach, mentor, and engage the leadership capacities of others to create high-performance teams. (Group Transformation)
4. Tools, techniques, and theories to diagnose organizational issues, plan effective organizational interventions and evaluate the effectiveness of organizational transformation efforts. (Organizational Transformation and Development)
5. Portable ability to apply leadership concepts and practices at different organizational levels and within diverse functional or organizational environments. (Organizational Context)
6. Critical understanding of how to evaluate personal experiences, prior knowledge and coursework, and organizational events within a business and leadership context (Business Administration and Leadership Sense Making)
Key: 371