Course Outline

MSLD 632 : Decision Making for Leaders

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Last approved: Wed, 20 Jan 2016 14:13:24 GMT

Last edit: Wed, 20 Jan 2016 14:13:23 GMT

College of Business (WBUAD)
Decision Making for Leaders
The leaders in an organization often set the tone and establish benchmarks for success. In this course the focus is on developing a successful leadership style so as to facilitate team-building, collaboration and a corporate culture that promotes success. Decision-making techniques will be explored in the context of successful leadership styles. Students learn frameworks for approaching decisions and for representing real-world problems using models that can be analyzed to gain insight and understanding.

The goal of this course is to develop student’s self-awareness and critical thinking as a foundation for effective decision-making. The course will focus attention on both personal and managerial decision-making and will expose students to a wide variety of decision-making models they can apply in various situations. A primary goal of this course is to ensure that students understand that almost all decisions impact an array of individuals, departments and organizations and thereby the proper decision may be based on the outcomes of the of the various stakeholders. The students will be exposed to the circle of resolution focused on gaining stakeholder consensus as a critical component of the decision-making process.

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

1. Apply "Critical Thinking" methodology to the personal and professional decision making process.

2. Develop core decision making knowledge, competencies, skills, and behaviors.

3. Develop a critical understanding of how to evaluate personal experiences, prior knowledge, coursework, and organizational events within a business and personal context to make effective decisions.

4. Have greater insight into your own decision-making processes and those of others.

5. Develop metrics to evaluate "effective decisions" models.

6. Understand how to influence the decision-making processes of other individuals and groups.

7. Know how to apply an array of decision making models to variable scenarios.

8. Apply cross-functional knowledge to solve concrete business decision problems.

9. Evaluate personal and business decisions from multiple perspectives.

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. Goldman, D. (1998). Working with emotional intelligence. New York, NY: Bantam. Kouzes, J. M., & Posner, B. Z. (1987). The leadership challenge. San Francisco, CA: Jossey-Bass. Levine, S. (2003). The book of agreements. San Francisco, CA: Berrett – Koehler. Maturana, H. (1992). The tree of knowledge. Boston, MA: Shambahala. Naisbitt, J. (1982). Megatrends. New York, NY: Warner. 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. (1987). Thriving on chaos. New York, NY: Knopf. Ruiz, D. M. (1997). The four agreements. San Rafael, CA: Amber – Alan. Senge, P. (1990). The fifth discipline. New York, NY: Doubleday. Toffler, A. (1990). Powershift: Knowledge wealth and violence at the edge of the 21st-century. New York, NY: Bantam.

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.
This course should cover, at a minimum, the following topics: 1. Personal decision-making 2. Decision-making styles 3. Business decision-making 4. Multistage decision-making 5. Complex decision-making 6. Self-awareness and decisions 7. Intellectual perseverance 8. Self-disclosure 9. Achieving life balance 10. Using decision-making models 11. Expert decision-making 12. Brainstorming and problem solving 13. Reflective versus expedient 14. Framing decisions 15. Aligning values 16. Reframing decisions 17. Negotiation strategies 18. Collaborative decisions 19. Resolution 20. Mind-mapping 21. Create a future story 22. Journaling / blogging 23. ePortfolio organization and content system 24. Interactive listening 25. Deception
Dr. Edward F. Knab - 2/20/2015
Dr. Edward F. 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: 375