Course Outline

MSLD 633 : Strategic Leadership

Preview Workflow

Viewing: MSLD 633-WW : Strategic Leadership

Last approved: Wed, 20 Jan 2016 14:13:35 GMT

Last edit: Wed, 20 Jan 2016 14:13:34 GMT

College of Business (WBUAD)
Strategic Leadership
In constantly changing environments, leaders routinely create and revise strategies. This course explores the role of leaders in developing unity, focus, credibility, and direction within organizations. Students will be exposed to several strategic frameworks and develop an understanding of which models might be useful in certain situations. Students also learn how to scan the environment; develop and deploy coalitions; identify critical success factors and barriers to implementation, and create viable actions plans.

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

Aihara, K. (2002). Chaos engineering and its application to parallel distributed processing with chaotic neural networks. Proceedings of the IEEE, 90:5. Battaram, A. (2002). Navigating complexity: The essential guide to complexity theory in business and management. London: Spiro Press. Boyatzis, R. E. (2000). Development in emotional intelligence. New York, NY: Bantam. Cohen, J., & Stuart, I. (1995). The collapse of dias – Discovering simplicity in a complex world. London, UK: Penguin. Eigen, M. (1979). The hyper cycle – The principle of natural self – organization. Berlin: Springer Verlag. Gillies, D. (2000). Philosophical theories of probability. New York, NY: Routledge. Goleman, D. (1998). Working with emotional intelligence. New York, NY: Bantam. Gribbin, J. (2004). Deep simplicity – Chaos, complexity and the emergence of life. London: Penguin. Gribbin, M., & Gribbin, J. (1999). Chaos and uncertainty. London, UK: Hodder. Kouzes, J. M., & Posner B. Z. (1987). The leadership challenge. San Francisco, CA: Jossey-Bass. Maturana, H. (1992). The tree of knowledge. Boston, MA: Shambahala. Minas, K., & Nadeau, R. (2000). The conscious universe: Parts and holes in physical reality. New York, NY: Springer. 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. Schwartz, J., & McGinnis, M. (1998). Einstein. London, UK: Icon. 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: Personal Strategy Development Strategic Decisions Business Strategy Development Complexity Theory Chaos Theory Self-Awareness and Strategic Decisions Intellectual Perseverance Self-Disclosure Achieving Life Balance Adaptively and Strategy Adaptive Leadership Model Brainstorming and Problem Solving Organizational Boundaries Leadership Coaching Distinction between Management and Leadership The Context of Complexity Collective Strategy Development Collaborative Decisions Resolution Mind Mapping Strategy Coaching Journaling / Blogging EPortfolio organization and content system Interactive Listening Evolve or Die
Dr. Ed Knab - 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: 376