Course Outline

MSLD 521 : Leadership Communication

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Last approved: Wed, 20 Jan 2016 14:12:54 GMT

Last edit: Wed, 20 Jan 2016 14:12:53 GMT

MSLD 521-WW
Campus
Worldwide
College of Business (WBUAD)
MSLD
521
Leadership Communication
3
This course explores the impact of communication in leading contemporary technical organizations and provides a broad survey of the technical aspects of communications. Emphasis is placed on the application of theory to practice to develop students? managerial and strategic communication skills so that they may grasp not only how, but also what, why, when, and by what means leaders effectively communicate. Students will have the opportunity to gain an understanding of why good communication skills are important in business, how communications today is affected by technology, why effective communication can be difficult, how communication is used in teams, and what issues exist in overcoming intercultural communication barriers. Students will practice communicating conclusions to problems in concise and persuasive writing and speaking. Written assignments involve preparing technical reports and use of APA style manual.

The goals for this course include leading students to:

1. Create and tell leadership stories that transmit values, spark action, inspire change, and promote trust.

2. Apply key communication theories to analyze interpersonal communication.

3. Develop strategies for improving key communication skills.

4. Create and deliver effective presentations.

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

1. Develop ability to tell stories that spark action, get people to work together, lead people into the future, and accomplish other organizational objectives.

2. Recognize common situations and opportunities in which narrative might be used to communicate powerful organizational messages.

3. Develop a framework to distill stories from personal and organizational experiences, popular media, and public events.

4. Develop effective personal communication skills such as self-disclosure, the ability to read body language, negotiate and resolve conflicts, eliminate bias and prejudgment, manage first impressions, manage communication anxiety, and handle group interaction.

5. Apply key communication theories such as the use of Transactional Analysis to analyze and remove breakdowns in interpersonal communication.

6. Develop techniques and strategies for delivering effective presentations.

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: http://huntlibrary.erau.edu
Email:  library@erau.edu
Text: (386) 968-8843
Library Phone:  (386) 226-7656 or (800) 678-9428
Hourshttp://huntlibrary.erau.edu/about/hours.html
 

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, NJ: FT Press. Edwards, W. (1968). Conservatism in human information processing. New York, NY: Wiley. Goleman, D. (1998). Working with emotional intelligence. New York, N Y: Bantam. 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. Kahneman, D., & Tversky, A. (1979). Prospect theory: An analysis of decision under risk. Econometric 47, (2). McGrath, J. (1984). Groups: Interaction and performance time, Englewood Cliffs NJ: Prentice Hall. McNiff, J. (2002). Action research for professional development: Concise advice for new action researchers. Retrieved from http://www.jeanmcniff.com/ar-booklet.asp 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.
N/A

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. Barriers to storytelling 2. Creating stories for a specific purpose 3. Critical thinking applications 4. Develop a self-awareness plan 5. Intellectual perseverance 6. Self-disclosure 7. Achieving life balance 8. Integrity 9. Identifying hidden messages 10. Brainstorming and problem solving 11. Workplace values assessment 12. Transmitting organizational values 13. Aligning values 14. High performance team development 15. Negotiation strategies 16. Nurturing collaboration 17. Applied transactional analysis 18. Mind mapping 19. Journaling / blogging 20. EPortfolio organization and content system
Dr. Linda Pittenger - 2/20/2015
pittengl@erau.edu
Dr. Ed Knab - 2/20/2015
knabe@erau.edu
Dr. Wayne Harsha - 2/20/2015
harsha@erau.edu
Dr. Bobby McMasters - 2/20/2015
mcmas245@erau.edu
PO#NameDescription
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: 372