Master of Arts. Organizational Leadership
Doctor of Management. Organizational Leadership

Introduction
In today’s global marketplace communication technology is key. Therefore, the MOL, combines threaded discussions, email, audio and video computer-based presentations and electronic information access to enhance each student’s practical experience within a virtual learning environment. The synthesis of technology, critical thinking and practical application develops well-rounded leaders with a clear perspective of how to strategically position and lead an organization. In addition, the MOL’s format allows flexibility and adaptability to accommodate almost any schedule and requires no on-campus residency.
This degree includes the key organizational leadership elements of ethics, motivation, creativity, vision, strategic planning, customer service and organizational development. Through the use of collaborative learning, application-based knowledge and interactive technology, students will:
· Integrate their learning through critical thinking, research, writing and learning from the normative base of a global worldview.
· Experience education in the virtual communication environment.
· Explore multidisciplinary approaches for enhancing corporate culture and human development values-based leadership.
· Develop and exchange concepts relating to understanding and improving organizations around the world.
· Experience innovative learning situations, which enable students to acquire the knowledge, dispositions and abilities required of organizational leaders.
Throughout this program students will:
· Integrate the practice of leadership with international values.
· Demonstrate collaborative and effective problem-solving skills using multidisciplinary approaches.
· Apply acquired multidisciplinary concepts, skills and principles to actual leadership situations.
· Analyze and synthesize knowledge of leadership theories, human development and communication theories.
· Research contemporary issues in organizational leadership to provide practical solutions, and communicate results through clear, concise and appropriate media.
Students in the MOL program may select either the organizational leadership cognate with other elective courses from educational leadership, corporate communication leadership, interdisciplinary studies in leadership, leadership in business or leadership in government.

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Requirements
A minimum of 33 credit hours is required to complete the MOL degree. It is, however, the demonstration of independent scholarly ability at the master’s level, rather than the mere accumulation of credits, that is required to successfully complete the program
· Completion of 16 credit hours of core courses.
· Completion of 15 credit hours of cognate courses.
· Completion of a 2 credit hour culminating experience.
InterAmerican University considers 9 credit hours to be full time. The maximum time that is allowed to complete the MOL degree is five years. No residency is required for the MOL.

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Cognate Tracks of Study
Organizational Leadership Program
The Program focus on motivation, negotiation, communication, conflict resolution and servant leadership as it relates within a variety of organizations. Students must complete 15 credit hours of coursework chosen from the courses listed below. In addition, the culminating experience, LEAD 691, is required to complete the MOL. All courses offered can be followed via Distance Learning.
Core Courses (16)
LEAD 605 Foundations for Effective Leadership 5
LEAD 606 Strategic Vision & Organizational Effectiveness 5
LEAD 607 Ethics & Values in Organizational Transformation 3
LEAD 608 Organizational Strategy 3
UNIV LIB Information Research & Resources 0

Elective Courses (15)
LEAD 612 Organizational Modification Strategies 3
LEAD 613 Team Leadership for Organizational Optimization 3
LEAD 614 Organizational Communication Dynamics 3
LEAD 615 Motivational Leadership & Organizational Modifications 3
LEAD 617 Leading Strategic Planning 3
LEAD 619 Organizational Systems for Today’s Leaders 3

Plus two of the following:
LEAD 621 Leading People (micro applications) 3
LEAD 622 Negotiation & Conflict Resolution 3
LEAD 623 Consulting Practices & Organizational Diagnoses 3
LEAD 625 Strategic Planning Process 3
LEAD 627 Regional Assessment 3
LEAD 638 Leading in a Virtual Environment 3

Additional Elective Courses
With permission from the instructor and approval from the dean, students may choose to incorporate any of the following elective courses into their program of study.
LEAD 682 Special Topics in Leadership 1-6
LEAD 683 Seminar 1-6
LEAD 688 Independent Study 1-6

Culminating Experience (2)
LEAD 691 Culminating Experience 2

Total Required Degree Hours 33

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Corporate Communication Leadership
Designed to equip leaders who desire to transform organizations through effective communication strategies founded in values-based leadership, this track focuses on organizational communication, conflict resolution and public relations and provides effective communication tools. Graduates are qualified to seek positions in areas such as public relations, strategic communication and consulting. Cognate coursework is taken from the College of Communication & the Arts alone or in conjunction with some electives from the organizational leadership cognate. When selecting cognate courses from the College of Communication & the Arts, students may choose to incorporate both on-campus and online course offerings into the degree program. In addition, the culminating experience, LEAD 691, is required to complete the MOL.
Core Courses (16)
LEAD 605 Foundations for Effective Leadership 5
LEAD 606 Strategic Vision & Organizational Effectiveness 5
LEAD 607 Ethics & Values in Organizational Transformation 3
LEAD 608 Organizational Strategy 3
UNIV LIB Information Research & Resources 0

Elective Courses (15)
Take five of the following:
COM 605 Studies in Persuasive Communication 3
COM 615 Studies in Intercultural/International Communication 3
COM 635 Studies in Organizational Communication 3
COM 674 Rhetorical Criticism 3
JRN 649 Public Relations for Nonprofit Organizations 3

Culminating Experience (2)
LEAD 691 Culminating Experience 2

Total Required Degree Hours 33

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Educational Leadership (Principal Preparation Program)
Designed to provide applicable administrative and organizational tools to equip leaders who desire to transform education through values-based leadership, this track focuses on educational administration, curriculum, discipline, legal issues in education, educational philosophy and teaching English as a second language (TESOL). The TESOL coursework focuses on applied linguistics, language acquisition and sound pedagogy for teaching English to non-native speakers in diverse settings. Graduates are qualified to seek positions in public and private school systems, universities, educational agencies and organizations as educational administrators, educational advocates, higher education administrators, teachers of English as a second language and consultants. Cognate coursework is taken from the School of Education alone or in conjunction with some electives from the organizational leadership cognate. When selecting cognate courses from the School of Education, students may choose to incorporate both on-campus and online course offerings into the degree program. In addition, the culminating experience, LEAD 691, is required to complete the MOL.
Core Courses (16)
LEAD 605 Foundations for Effective Leadership 5
LEAD 606 Strategic Vision & Organizational Effectiveness 5
LEAD 607 Ethics & Values in Organizational Transformation 3
LEAD 608 Organizational Strategy 3
UNIV LIB Information Research & Resources 0

Elective Courses (15)
15 hours of the following:
EDADM 524 Supervision of Teaching Methods/Classroom Management 2
EDADM 532 Supervision of Instructional Design Technology 2
EDADM 536 Personnel Management/Development 2
EDADM 538 School Law 2
EDADM 540 School & Community Relations 2
EDADM 541 Nature & Needs of the Learner 2
EDFND 570 Philosophy & Issues of Education 2
EDMEP 502 Fostering Character Development & Self-discipline 5
EDMEP 503 Curriculum Design, Instructional Strategies & Assessment Techniques 5
EDMEP 504 Developing Learning Opportunities for Students At Risk 5
EDMEP 505 Models of Leadership & Related Issues 5

Teaching English as a Second Language Cognate Courses
EDTSL 510 Linguistics 3
EDTSL 520 Methods of Teaching English to Speakers of Other Languages 3
EDTSL 530 Foundations for Teaching Grammar Writing & Oral Communication 3
EDTSL 570 Teaching Reading 3
EDTSL 560 First & Second Language Acquisition 3

Culminating Experience (2)
LEAD 691 Culminating Experience 2

Total Required Degree Hours 33

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Interdisciplinary Studies in Leadership
With permission of the CLS advisor, students may select 15 credit hours of elective courses from the various schools within InterAmerican University to create a tailored degree program to meet specific professional goals. Students must prepare a degree plan and obtain approval by the CLS advisor prior to beginning study in this program. Students selecting this track are responsible for selecting cognate courses that are available to fit within the student’s degree plan and timeline for program completion. When selecting cognate courses from the other I.A.U. schools, students may choose to incorporate both on-campus and Internet course offerings into the degree program. In addition, the culminating experience, LEAD 691, is required to complete the MOL. The Center does not coordinate courses between the interdisciplinary studies student and the other I.A.U. schools.
Core Courses (16)
LEAD 605 Foundations for Effective Leadership 5
LEAD 606 Strategic Vision & Organizational Effectiveness 5
LEAD 607 Ethics & Values in Organizational Transformation 3
LEAD 608 Organizational Strategy 3
UNIV LIB Information Research & Resources 0

Elective Courses (15)
See courses from other cognate areas.

Culminating Experience (2)
LEAD 691 Culminating Experience 2

Total Required Degree Hours 33

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Leadership in Business
Designed to equip those with a desire to impact the corporate world through ethical and values-based leadership, this track focuses on the various strategic facets of corporate society. Graduates are qualified to seek positions in mid- and upper-level management and administrative positions in virtually any organization as managers, administrators and business executives. Cognate coursework is taken from the Graduate School of Business. When selecting cognate courses, students may choose to incorporate both on-campus and online course offering into the degree program. In addition, the culminating experience, LEAD 691, is required to complete the MOL.
Core Courses (16)
LEAD 605 Foundations for Effective Leadership 5
LEAD 606 Strategic Vision & Organizational Effectiveness 5
LEAD 607 Ethics & Values in Organizational Transformation 3
LEAD 608 Organizational Strategy 3
UNIV LIB Information Research & Resources 0

Elective Courses (15)
Take five of the following:
BUSN 651 Financial Management 3
BUSN 652 Marketing Strategy 3
BUSN 653 Operations Management 3
BUSN 654 Information Technology Management 3
BUSN 660 Strategic Leadership 3

Culminating Experience (2)
LEAD 691 Culminating Experience 2 credit hours

Total Required Degree Hours 33

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Leadership in Government
Designed to equip leaders with a desire to transform civil government through values-based leadership, this track focuses on public policy, campaign management and public administration and provides electoral, policy making and policy implementation tools for individuals who are ready to influence their respective nations. Graduates are qualified to seek positions in local, state and federal government as public administrators, congressional staffers and leaders within grass roots political organizations. Cognate coursework is taken from the Robertson School of Government. When selecting cognate courses, students may choose to incorporate both on-campus and online course offerings into the degree program. In addition, the culminating experience, LEAD 691, is required to complete the MOL.
Core Courses (16)
LEAD 605 Foundations for Effective Leadership 5
LEAD 606 Strategic Vision & Organizational Effectiveness 5
LEAD 607 Ethics & Values in Organizational Transformation 3
LEAD 608 Organizational Strategy 3
UNIV LIB Information Research & Resources 0

Elective Courses (15)
Take five of the following:
PPA 562 Principles of Public Administration 3
PPE 551 Principles of Economics 3
PPG 541 Principles of Government 3
PPL 511 Principles of Law 3
PPP 571 Political Leadership 3

Culminating Experience (2)
LEAD 691 Culminating Experience 2

Total Required Degree Hours 33

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Master's Courses
LEAD 605 Foundations for Effective Leadership (5)
Providing a foundational framework of knowledge and critical thinking skills, students will identify and integrate worldview components and examine leadership theories, issues and skills from a biblical perspective. Students will evaluate contemporary leadership challenges and propose solutions to develop the thinking processes and skills needed to transform organizations through effective leadership.
LEAD 606 Strategic Vision & Organizational Effectiveness (5)
Provides advanced concepts, methods and strategies for developing vibrant and productive organizations. Students examine organizational theory in the framework of systems theory to understand environmental organizational constraints. Applied exercises will emphasize the understanding and building of organizational structures that support organizational strategy while maintaining a visionary focus based on biblical values and unity of mission. Prerequisite: LEAD 605.
LEAD 607 Ethics & Values in Organizational Transformation (3)
Focuses on ethics and practical techniques used to transform organizational culture by changing the underlying values of the organization. The impact of ethics and values on leadership and organizational culture will be analyzed and students will learn to assess the organizational environment to determine the optimal structure and strategy for effective organizational transformation. Prerequisite: LEAD 606.
LEAD 608 Organizational Strategy (3)
Focuses on organizational research as a key component in effective organizational transformation. Organizational evaluation in light of the desired organizational capability and environment will be taught. In addition, learn how to develop an optimum strategy for organizational transformation with a foundation in organizational research. Prerequisite: LEAD 606.
LEAD 612 Organizational Modification Strategies (3)
Learn how to create change, understand and reduce resistance to change and understand radical change (business process re-engineering).
LEAD 613 Team Leadership for Organizational Optimization (3)
Focuses on group formation and evolution. The definition of teams, types of teams, leading teams, evaluating teams and compensating teams will be examined. In addition, applies scriptural guidelines for working in groups from large scale to dyads and triads.
LEAD 614 Organizational Communication Dynamics (3)
Examines various types of communication including dyadic communication, small group communication, formal and informal communication and the relationship of communication to organizational satisfaction and effectiveness. In addition, learn how communication differs in leader-member exchange and mass-communication of charismatic leader/large group interaction.
LEAD 615 Motivational Leadership & Organizational Modification Techniques (3)
Understand what motivates people—Intrinsic and extrinsic. In addition, examine how leadership, organizational policies and guidelines impact motivation and thus, how to shape organizations through the modification of the organizational environment.
LEAD 617 Leading Strategic Planning (3)
Understand the science and art of strategic planning, the schools of strategic planning, the value of strategic planning and the relationship of strategy to the environment, the leader and the structure of the organization.
LEAD 618 Military Leadership: A Cultural & Behavioral Perspective (3)
Explores the differences between leadership in military organizations and leadership in industrial and business organizations. Develop an understanding of the unique requirements of military leaders at strategic and operations organizations. Explore the effect the military culture has on the development of the military leader. Associated with the military culture, the effect of the civil culture on the military leader will also be discussed.

LEAD 619 Organizational Systems for Today’s Leaders (3)
Examines organizations as systems (sociotechnical, cultural and political), leading different organizations with different cultures and emerging organizational designs and system implications.
LEAD 621 Leading People (micro applications) (3)
Understand and apply a biblical approach to managing people. Focuses on lessons from Scripture about moral love for each other.
LEAD 622 Negotiation & Conflict Resolution (3)
Understand and apply the principles of integrative negotiating to create solutions that go beyond the win/win solution to the best/best solution that benefits the whole organization.
LEAD 623 Consulting Practices & Organizational Diagnoses (3)
Examine and understand the role of the consultant to the organization. In addition, understand the principles of being a consultant, the various methods of organizational diagnosis and how to interpret the results of that diagnosis to assist the organization.
LEAD 624 Spiritual Leadership within the Organization (3)
Examines different approaches to spirituality in the organization from biblical to New Age and other approaches. Explore means of increasing spirituality in the workplace and rejuvenating the soul in the workplace.

LEAD 625 Strategic Planning Process (3)
Develop a set of process steps that help people in an organization create a strategic plan from vision to goals to objectives to strategies to tactics to implementation to feedback to adjustment of the plan.

LEAD 627 Regional Assessment (3)
Provides today’s global leader with an understanding of the geopolitical, social and cultural systems that affect leadership in multinational organizations. Examine government, geography, culture, education, social systems and their interaction. Following that examination, develop an assessment plan for a sub-section of the region studied that semester. The specific region of study includes the following and is rotated each semester: Asia, Europe, Central/South America and Africa.
LEAD 638 Leading in a Virtual Environment (3)
Examines the challenges and solutions for leading virtual organizations and teams. Issues discussed include computer-mediated communication techniques, communication equipment, how to communicate, motivate and develop virtual employees with minimal face-to-face interaction and team-building skills for virtual leaders in the “e-Organization.”
LEAD 682 Special Topics in Leadership (1-6)
Learn about a given area of leadership through directed study, research and discussion. Topics are offered on demand and/or depending on faculty availability.
LEAD 683 Seminar (1-6)
Learn about a given area of leadership through directed study, research and discussion. Topics are offered on demand and/or depending on faculty availability.
LEAD 688 Independent Study (1-6)
Opportunity for specialized research or project in an area of interest.
LEAD 691 Culminating Experience (2)
Synthesize the knowledge and skills learned throughout this program. This experience may be a guided project, a master’s thesis or a publishable manuscript. Prerequisite: Permission of instructor.

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Doctor of Management. Organizational Leadership

Introduction
Doctoral Project
DM Admission Requirements
DM Degree Requirements
DM Course Waiver Policy
Dropping from the Program
DM Required Course of Study
Core Requirements
Doctoral Internship
Doctoral Dissertation
Doctoral Courses

Introduction
The Doctor of Management (D.M.) degree program in Organizational Leadership offered by InterAmerican University provides those with a professional master’s degree a means of exploring their personal readiness to become leaders in their professions or their current organizations. Learners gain a mastery of leadership literature, and demonstrate their competence in applying what they learn. They also:
· Explore the functions of management inherent in the act of organizational leadership and identify and illuminate the challenges managers will face in the 21st century.
· Analyze present organizational circumstances, and discover the meaning of their professional experience and the purpose of their leadership mission.
· Create new ideas about what organizations are and can become.
· Experience leadership and evaluate their personal readiness to succeed as a leader.
The doctoral program creates a perfect opportunity for mid-career professionals to refresh and recreate their commitment to the tasks required of organizational leaders. Learners will think deeply about the current state of organizations and their leadership; create imaginative new applications from what is learned and contribute new knowledge to the profession and society.
The D.M. program has a 60 credit requirement and is expected to spend approximately 25 hours a week on coursework required in the program.
The learner will also keep a journal throughout the program. Each time the journal received a passing grade the learner will earn 1 credit. (The journal is worth a total of 2 credits.)
The learner is also required to complete a comprehensive paper and required to successfully pass a comprehensive exam before completion of requirements.

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Doctoral Project
One of the major activities for the DM degree is the successful completion of a publishable book-length manuscript which adds new thinking to the literature of organizations and leadership. Because of the highly independent nature of the program, learners must be truly self-disciplined self-starters and highly motivated to earn this degree.
The book provides learners the opportunity to demonstrate their mastery of the leadership literature and demonstrate their ability to apply what they have learned.

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DM Admission Requirements
The requirements for admission to the DM program are as follows:
1. Completion of a master’s degree from a regionally accredited institution of higher learning (official transcripts are required) or equivalent with a G.P.A. of 3.0 or higher. For admission to regular status the degree must be in an area of administration (e.g. MBA, MPA, M.Ed., M.Eng. Mgmt., MPH Admin, etc.) Provisional admission may be granted an exceptional applicant with a master’s degree from another field of study under the condition that the applicant completes an additional 5-course program in management from our MBA program (or transfer equivalents from another regionally accredited institution of higher learning). This core comprises the following sequence of courses: 1. Financial Accounting, 2. Human Relations and Organizational Behavior, 3. Advanced Marketing Management, 4. Strategy Formulation and Implementation, 5. Statistics for Managerial Decision Making.
2. A minimum of seven years post-baccalaureate work experience.
3. Three references.
4. Internet access and a computer.
5. A ten-page personal leadership statement in response to a leadership question posed in the application packet.
6. A score of at least 550 on the TOEFL exam for non-native speakers of English.
7. Membership in a research library.
8. Successful completion of the first residency.

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DM Degree Requirements
The following requirements must be satisfied to earn the DM degree:
1. Completion of the 60 semester credit required course of study with a minimum GPA of 3.0.
2. Successful completion of all residencies.
3. Successful completion of the comprehensive examination.
4. Successful completion of the comprehensive paper.
5. Satisfactory completion of the Learning Leader Journal.
6. Satisfactory completion and presentation of the Doctoral Project.
7. Payment of all tuition and fees.
8. Completion of the graduation packet.
9. Completion of all degree requirements within six years of the first residency.

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DM Course Waiver Policy
Students may waive a maximum of 6 elective credits from their required course of study through transfer.
To waive a course in the DM program students must have completed a previous course which meets the following criteria:
1. The course must have been completed and transcripted from a regionally accredited, or equivalent college or university.
2. The course must have been completed within the past ten years with a grade of ‘B" (3.0) or better.
3. The course must be comparable in content and credits to the University course it is replacing and must be a doctoral level course.

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Dropping from the Program
Any student dropping from the program must follow the proper reentry procedures to reenroll in the program. A student who has completed all the coursework and is dropping prior to finishing the Doctoral Project (DOC/799) must show continuous involvement with the University and the program by enrolling, paying and attending DOC/799O.

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DM Required Course of Study
60 – 65 credits. 5 from the Core Requirements and 15 from the Doctoral Course Listing.

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Core Requirements:
Organizational Leadership as a Field of Inquiry
ORLD 601 – History and Philosophy of Organizations
Traces the development, rationale, and purpose for organizations. Information obtained will serve as the foundational building block for understanding and obtaining an essential perspective of current organizational interactions.
ORLD 602 – Theories and Processes of Organizations
The examination of theories, methods, and practices that influence organizations. Emphasis on organizational performance outcomes and how implementation impacts emerging global markets. Also explored will be the human, conceptual, and technical skills required of all policymakers working collaboratively within organizations to achieve individual, organizational, and societal goals.
ORLD 603 – Politics, Organizations, and Leaders: Legal and Ethical Issues
Impact of ethics, as well as, the responsible behavior of leaders in organizations. Policies, practices, and their legal implications; resource identification and the need for human services, along with the impact of technology on human rights will be explored.
ORLD 604 – National and International Organizational Research and Development
This course will provide the student with a study of American organizational structures, along with a comparison of emerging influential cultures which impact international markets, and global performance.
Research and Statistics
ORLD 610 – Qualitative Research
Introduction to the field of qualitative research through the development of knowledge base and application of research skills and methodologies needed to select, read, and interpret relevant professional literature. Research reports emphasized.
ORLD 611 - Quantitative Research
Introduction to the field of quantitative research through the development of knowledge base and application of research skills and methodologies needed to select, read, and interpret relevant professional literature. Research reports emphasized.
ORLD 612 – Statistical Applications and Interpretations
Fundamentals of research and case study design, focusing on implementation strategies that address organizational policies and practice. A study in paradigm shifts and analysis of literature in the field of study. Cultural and technological influences, how public, private and corporate systems are altered by interpretative data.
ORLD 613 – Statistics and Information Management
The study and use of statistics in a diverse, global society and the effective use of derived information to provide for orderly transitions in institutional governance.
Professional Services
ORLD 617 – Personnel Development, Management, and Evaluation
Leadership strategies required in recruitment, development, in-service, effective use of personnel staff and; evaluation techniques which will promote a highly motivated professional delivery system.
ORLD 618 – Public Relations and Marketing in the Non-Profit Sector
Interdisciplinary approaches to achieving harmony in making systems and organizations apparently seamless, publicly attractive, economically sound, and professionally ethical.
Strand Requirements:
Academic Organizations
ACOL 621 – Advanced Learning Theory
A pedagogical search that will examine learning across the lifespan with an emphasis on working with the unique cultural aspects of diverse students in an academic setting. Barriers to effective learning will be explored and solutions will be offered.
ACOL 622 – The Adult Learner
This course of study will examine the cognitive, personality and social development of the adult. Learning styles, career development, motivation, application of learning theories to this population, multicultural education, assessment, lifelong learning programs, and other relevant psycho-instructional issues will be addressed.
ACOL 623 – Academic Leadership
History of academic leadership, leadership styles, group dynamics, supervisory models and approaches, organizational decision processes within academic settings and multicultural perspectives will be emphasized. Attention will be given to accountability, administrative, finance, law, human resources, logistics, operations and management, marketing, strategic planning and public policy.
ACOL 624 Fundraising, Lobbying, and Negotiating Skills
Grant writing, development of political networks, advocacy strategies, practices for raising and allocating resources, elements of mediation and negotiation, and techniques for empowerment and caucusing are to be reviewed. A study of North American economics will be the foci of this course.
Government Agencies
GVOL 621 – Managing Public Financial Resources
The role of leadership in fiscal policy development and management will be addressed. Public budgeting and related financial management processes at the international, national, state and local levels will be explored. Specific focus will vary according to the needs and interests of students. Finance, markets, and investments will be baseline program components.
GVOL 622 – Policy Development and Leadership
Policy analysis and development, interaction of public policy and administrative agencies within international, national, state and local governments will be demonstrated. Includes historical, legal, administrative, public bureaucracy and related issues. Strategic planning will be presented and theoretical perspectives of change will be researched.
GVOL 623 – Policy Analysis Seminar
Topics will explore how formal governance structures and institutional processes influence and constrain policy choices and leadership decisions. Attention will be given to business, government and education interaction. Strategic management processes will be analyzed, as well as, methods of determining organizational effectiveness.
GOV 624 – Public Leadership Seminar
Topics related to leadership in government agencies and the public sector will be reviewed and studied. Emphasis will be on current trends and contemporary issues. The need for managed change and the impact on those who sponsor need, financing and service delivery will be evaluated.
Health and Human Service Organizations
HSOL 621 – Organizational Behavior in Health and Human Services
Designed for students preparing to assume the role and duties of a leader, supervisor, or governing board member of a health or human services organization. This course will review theory and investigate specific methods of behaviors of health care and human services organization leaders.
HSOL 622 – Comparative Health and Human Services Policy
A comparative analysis of different types of health and human service systems in the United States and other nations, examining differences in financing, cost, utilization, staffing, services provided, and relations with other social institutions.
HSOL 623 – Budgeting for Health and Human Services Organizations
Designed to provide a working knowledge of theory and analytical techniques of financial decision making in a medical or human service setting. Emphasizes methods of medical reimbursement, cost behavior and analysis, price setting and rate analysis, expense and capital budgeting, capital financing, and strategic financial planning. Explores implications of health and welfare reform. Particular emphasis will be placed on Medicare, Medicaid, and third party payers.
HSOL 624 – Policy Analysis for Health and Human Services Organizations
An overview of the basic principles and elements of policy analysis. The course focuses on the activities and elements of policy analysts in health and human services settings. The relationship between policy analysis and policy-making along with emerging professional and ethical issues will be addressed.

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Doctoral Internship
The doctoral internship is an experiential based learning opportunity completed as a field experience related to current or future professional interests. Activities must be performed on site in concert with fellow professionals. Insight through engagement of academic organizations, governmental agencies, and/or health and human services agencies must be available. New learning is an essential component of this experience that will yield a scholarly product that has been supervised by an expert in the field and approved by the student’s research advisory committee.'

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Doctoral Dissertation
The doctoral dissertation in the Organizational Leadership Program is a self-directed, analytical, and comprehensive product of scholarly inquiry which will stand as a model within the field of professional literature. This project demonstrating excellence will be the center piece of the three (3) year academic experience that will add to the body of knowledge relative to leadership in specific settings and contribute to the human endeavor. The dissertation will be conducted in accordance with the policies and procedures of the I.A.U. Graduate School.

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Doctoral Courses
LEAD 700 Models of Leadership (3)
Focuses on the skills necessary to understand doctoral-level research. Research comprehension is placed within the context of practical applicability. A solid introduction to the use of the library and electronic resources is also provided.
LEAD 701 Theological Development (3)
A study of biblical principles concerning the development and exercise of Christian leadership of organizations. Utilizes hermeneutical principles to facilitate and encourage the personal development of a Christian worldview as it relates to the leadership of any form of organization.
LEAD 702 Human Development (3)
A study of micro leadership theory. A critical study of the major theorists in the developmental psychology field and includes a comparison of these views with a Christian view of human development.
LEAD 703 Societal Development (3)
A study of societal forces affecting organizations and their leaders. A critical study of macro leadership theory in light of social conditions and constraints.
LEAD 704 Organizational Development (3)
A study of mid-range leadership theory. A critical study of effective and emerging leadership paradigms over a continuum of organizational structures.
LEAD 705 Research Design & Analysis (3)
The study of various research methodologies. In addition to presenting the basic concepts of quantitative and qualitative research methods, develop critical skills necessary to conduct research. Evaluative concepts such as rigor, validity, reliability and robustness are emphasized. Research design is also emphasized.
LEAD 709 Advanced Research Methods & Design Seminar (3)
An advanced research seminar with emphasis on research design in connection with the nature and requirements of possible dissertation topics; included are advanced quantitative methods, as well as a study of computational software packages available for calculation and analysis. This seminar varies and will alternate with faculty teams from the various cognate schools. Prerequisite: LEAD 700, LEAD 705 and permission of instructor.
LEAD 711 Organizational Communication, Persuasion & Conflict Resolution (6)
Provides a communication-based perspective of organizations, leadership, persuasion and conflict resolution. Blends theory and practice, while providing opportunities to learn practical principles, sharpen critical thinking and communication skills, and apply concepts to particular fields, organizational contexts or occupational roles.
LEAD 712 Strategic Planning & Organizational Change (6)
Studies the interrelatedness and necessity of vision, mission and planning for organizational leadership and strategic planning as it impacts the nature and scope of organizational leadership.
LEAD 713 Leadership Values, Policy & Culture (6)
Focuses on values, ethics and contemporary organizational leadership in various interrelated ways. Concerned with how the values and ethics of an organization are established and managed and how the personal beliefs, values and ethical standards of the individual leader influence them. Deals with how an organization and its leaders can induce changes in the values and ethical behavior of the communities and cultures within which they reside and operate. Particular attention is given to how leaders and their organizations can influence public policy. Examines how values and ethical behavior prominent in the current, external organizational environment and embedded in public policy often affect the values and ethics of individual organizations and their leaders.
LEAD 720 Political Theory & Philosophy (3)
Presents an historical survey of the thought and sources of the great philosophers of politics and government, spanning from ancient Greek and Roman times to the modern era. Contributions include classical Jewish, Christian and Moslem thinkers. Classwork involves the development of a biblically-based political philosophy as well as one of the individual student’s design.
LEAD 723 Servant Leadership Research Seminar (3)
This softer side of leadership has been described as the moral view of leadership, the feminine view of leadership, the spiritual view of leadership or the ability to lead without power, etc. The research conducted thus far by Dr. Bruce Winston, Dr. A. Gregory Stone and others have found a common thread to all this—the principles, values, beliefs and ethics of the leader. While anecdotal evidence abounds, little real research has been conducted in this emerging leadership arena. Provides the opportunity to design an academic article, then research, develop and write the article on a topic related to servant leadership. Provides the opportunity to further develop the research and writing skills by writing a paper suitable for acceptance as a conference presentation, popular press article or journal article.
LEAD 724 Trust as a Cross-disciplinary Leadership Characteristic Seminar (3)
This research seminar allows the student to examine the concepts, theories, variables and the interaction of these elements as portrayed in the trust literature. To accomplish this, students lead dialogue and discussion of topics and produce publishable model papers that explain trust in ways that help leaders understand the impact of trust in today’s organizations.
LEAD 727 Total Quality Management (3)
This research seminar allows the student to examine the concepts, theories, variables and the interaction of these elements as portrayed in the quality literature. To accomplish this, students lead dialogue and discussion of topics and produce publishable papers that apply to the field of quality.
LEAD 728 Cross-cultural Business (3)
Introduces cultural differences, which must be understood and dealt with in order to successfully conduct business in another culture. Examines the cross-cultural aspects of global business, focusing on cross-cultural awareness, cross-cultural communication, as well as managing and selling cross-culturally.

LEAD 729 Strategic Human Resource Management (3)
Examines people management from a functional perspective. Specifically, our task is to study the role of the human resource department—a department that is typically charged with the responsibility of administering the entire system of people-management issues within an organization. That system normally entails things like human resource planning, recruitment and selection, orientation, training and development, performance appraisal, employee communication, compensation, labor relations, employee assistance, due process, compliance with government regulations and termination from the organization.
LEAD 730 Nonprofit Fundraising & Development (3)
Lectures, case studies, outside speakers and class discussion of development and advancement issues in the management of nonprofit ministries. Explores fundraising, including determining sources of support, planning the campaign and successful strategies; marketing of ministries, including promotional campaigns and public relations; and management issues including recruiting and managing volunteers.
LEAD 738 Economic Theories & Leadership (3)
Discusses the major economic theories and their relationship to leadership decision making in the business, nonprofit organization and public policy arenas. In essence, provides key economic principles valuable to any organizational leader. Examines leading economic theorists and discovers how their ideas have shaped the economic environment in which organizations exist. In addition, explore how leaders cope within an economic context.
LEAD 739 Entrepreneurial Problem Solving & Opportunities (3)
Examines processes of creativity, creative problem solving, opportunity finding, discovery, invention, innovation and entrepreneurship in the start-up and small business environment. It is designed to cultivate the initial skills required for students to engage in these activities and make them a part of their daily regiment in their personal and professional lives. Working with a real project, business or start-up, students are required to demonstrate their ability to cultivate creative and innovative concepts, ideas, methods, processes or devices through the project component of this course.
LEAD 740 Advanced Supervision, Design & Implementation (3)
A breadth of knowledge will be understood by the student concerning curriculum and instructional design issues including the implementation, evaluation and refinement of learning activities for students of all ages. Principles of effective instruction, measurement, evaluation, assessment and supervision are emphasized from both the building level and the school district administrative perspectives.
LEAD 741 Legal, Ethical & Professional Issues in Education (3)
The educational leader in a modern society must have a working knowledge and understanding of key legal, ethical and professional issues facing education today. Analyze the issues, critically assessing the implications and consequences of legal and ethical decisions faced by building and district-level administrators. Develp a problem analysis system, which will enable you to address critical issues in the future.

LEAD 742 Advanced Supervision, Theory & Practice (3)
Become familiar with supervision/leadership and organization theories as well as major trends and issues in the study of educational organizations. Administration of the local school within a system will be examined with special reference to developing structures designed to promote unity and progress. Explores how leadership/supervision theory, change processes and decision-making impact organizations and individuals. Critically assess and apply the theories to your own experiences and develop a theoretical perspective.

LEAD 743 Advanced Practices in School Finance (3)
Principles and issues related to fiscal operations of a school and/or school division will be addressed from theoretical as well as practical perspectives. A particular emphasis will be on the development of a proposal and strategic/master plan for a specified school (i.e., N-5 and/or 6-8 and/or 9-12 or higher education). School-based budgeting that supports the strategic/master plan will be examined. School facilities and use of space issues will be discussed using current strategies.
LEAD 745 Biblical Integration & Apologetics (3)
Prepares the student to articulate the Christian faith, particularly in educational settings. A framework for the need for this defense is presented and component skills are taught. Case studies and writing assignments are used to assess the student’s apologetic proficiency.
LEAD 746 Current Issues in Education (3)
Introduces current or future educational leaders to a broad range of topics that are at the forefront of discussion and decision making today. In addition, the topics will be presented in a format that provides general information and direction to analyze, synthesize and critically judge as pertinent and meaningful for each student’s own career aspirations and situation.
LEAD 748 Models of Thinking (3)
Provides the knowledge base and skills necessary to articulate a psychology of teaching and learning, and a rationale for practice from a biblically-informed perspective. Demonstrate understanding of basic Christian apologetics, as well as the learning and development literature especially connected with models of thinking. Students select a model of greatest interest and applicability to their specific area.
LEAD 749 Philosophy of Education (3)
Structured to have students develop a personal philosophy of education through an analysis of philosophies and worldviews. Philosophically related issues are examined with a focus on character education. The student and the professor will determine the exact direction of the paper/project.
LEAD 752 Advanced Communication Theory Enhancing Leadership (3)
An interdisciplinary examination of the most current theories, scholarship, published research, trends and issues in all areas within the communication and arts fields.
LEAD 753 Educational Research Design & Analysis (3)
Launches students into doctoral-level research leading toward the final project. In addition to presenting the basic concepts of quantitative and qualitative research methods, many diverse approaches to scholarly inquiry as well as reflective practices will be experienced. Further study into research-related methodologies will be addressed in the cognate track for every area of concentration.
LEAD 757 Project Management Skills (3)
Focuses on the techniques for project planning (PERT/CPM), project task analysis and budgeting, statistical analysis of project plans, assessing alternative actions under uncertainty, project progress reporting and reallocation of resources to meet changing project requirements. Gain experience in matrix management of project staff, which includes understanding alternative motivation, rewards and project leadership tactics. Prerequisite: knowledge of Microsoft Excel.
LEAD 767 Leader’s Life & Values (3)
This on-campus modular course is cross-listed with Divinity course DCOR 701 and is held at the Virginia Beach campus. It provides an indepth study of ethical and integrity issues affecting Christian leaders today with an emphasis on pursuing spiritual formation and relational development. Designed to enhance leadership competence and confidence as core factors to growth and ministry effectiveness. Emphasis is on awareness of personal leadership style and lifelong development.
LEAD 769 Organizational Behavior (3)
Covers the classics in the field of organizational behavior. Topics include employee motivation, job design, group formation and diagnosis, the impact of values in organizations, organizational design, work group processes, employee development and organizational learning. Examines how psychological processes play out in organizations and the implications for effective employee management programs.
LEAD 771 The Human Focus of Leadership (6)
Provides a framework for studying strategic leadership as it explores the role of followers interacting with other followers and the organization’s leader. Students will examine and understand group formation and development both in the face-to-face organizational environment as well as the virtual organization. Through this examination discover the different role that communication plays in the virtual environment. Discuss various concepts of transformational leadership that result in leaders developing future leaders of their followers. In addition, examine the role of self-development and building accountability among leaders in a support network. Begins with an on-campus residency period to orient students to the program, peers, university staff and faculty.
LEAD 772 Leadership Theory & Development (6)
Examines the history of leadership theory and research to understand the pattern of exploration and to develop a sense of where the study of leadership may go in the future. In addition, examine the relationship between the leader and follower and will become familiar with the concepts of leader-follower development, mentoring and discipling within a framework of the leader in relation to self, others and God.
LEAD 773 Strategic Design, Planning & Implementation (6)
Builds upon the knowledge and understanding of people and leadership to begin building a comprehension of how strategic thinking relates to design, planning and implementation of strategies and tactics meant to accomplish the organization’s goals and objectives. Examine various schools of strategic planning and learn when and where each school is effective, how to determine gifts, abilities and skills of followers in the organization, thus tying the concepts of follower development and group formation to strategic planning.
LEAD 774 Values & Ethics for the Leader & the Organization (6)
Begins with an on-campus residency period to assist students strengthen relationships with each other and with university staff and faculty as the students begin to explore and define values and ethics for the leader and the organization. Work through a progression of topics from defining values to identifying a base of values to learning about how leaders and followers acquire values and how leaders infuse values into the organization. Explore Scripture as it relates to values and the leader’s behavior that emerges from these values.

LEAD 775 Organizational Structure/Systems/Environment (6)
Since structure follows strategy, this course builds on LEAD 774 as students examine various forms of organizational structure and how these forms allow certain strategies to be more or less successful relative to the organization’s external environment. Explore organizational systems including components, processes and interactions as well as technology and its role as a help or substitute for leadership. Teaches how leaders and followers can work together to create configurations of strategy, structure, technology and leadership styles that have the greatest likelihood of success in accomplishing the organization’s goals while transforming the people of the organization, both followers and outside constituents, to higher levels of satisfaction and performance.
LEAD 776 Global Strategic Leadership (6)
Provides an understanding of global issues, cross-cultural concepts focusing on people groups, values, cultures and how to build teams of diverse people while respecting local values and maintaining unity of focus and accomplishment. Conduct regional assessments as well as comparative cultural studies of different ethnic people groups from around the world. Course focuses on understanding and respecting diversity and how to adapt an organization’s best practices to local customs and culture.
LEAD 777 Strategic Leadership of People (6)
Begins with an on-campus residency to assist students strengthen relationships with each other and with university staff and faculty as the students begin to deepen their understanding of how followers in organizations are critical to organizational success. Having explored cross-cultural concepts, now re-examine teams and group formation where people from different cultures come together and how leaders need to motivate people differently to achieve the best level of performance. In addition to motivation, leaders must develop adequate and appropriate training programs to insure that followers have the right skills for a dynamic organization. In addition to creating training for skill-building, understand the need for spiritual formation in both uni-culture and multi-cultural organizations and to implement the appropriate programs that help transform organizations into vibrant living high-performance entities.
LEAD 778 Strategic Leadership of Change & Transformation (6)
Builds on all the elements from the previous seven courses to understand the components and results of organizational change initiatives. Course focuses on examining resistance to change and how to minimize or prevent it from occurring. Understand how to monitor the organization through appropriate and adequate organizational assessment measures and to create a learning environment that allows the organization to continually adapt to change so that the organization can continually improve and achieve continually higher levels of organizational performance first in effectiveness and then efficiency.
LEAD 779 Future Organizational Designs & Leadership Styles (6)
The final course of the program is a capstone course building on the entire program and explores what organizational designs and forms of leadership we might see in the future. This course will take students into: new insights regarding how to apply scripture to organizational leadership; the realms of new technology; new insights into human behavior and cognition; as well as new developments in multi-cultural organizational development. Requires an integrative paper that ties together all of the previous coursework. This paper takes the place of comprehensive exams in traditional Ph.D. programs. Therefore, there is significant emphasis on the thoroughness and depth in the paper.
LEAD 798 Independent Study (1-6)
Prerequisites: completion of core courses, written proposal and consent.
LEAD 800 - 803 Doctoral Dissertation (1-6)
Prerequisites: successful completion of comprehensive examinations and approval of dissertation topic. Included is a defense of the dissertation.
LEAD 810 – 813 DSL Project (1-6)
Prerequisites: successful completion of the integrative paper and formal approval of the DSL project topic. Included is a defense of the project

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