CCPS Leadership Course Descriptions
General introduction to, and analysis of, historical and current theories of leadership. Study of leadership process involving interaction of leaders and followers in organizational settings such as public/private, profit and nonprofit.
Leaders at all organizational levels need an understanding of what makes their organizations go—money! Whether it is a for-profit business or a "non-profit," the financial aspects of operation affect the company's ability to achieve goals and the leader's ability to make decisions. This course includes the "basics" of using various financial statements, cash management plans, capital budgets, ratios and other tools to assist the leader in directing the organization. In addition, pricing strategies, economic decision-making models, financing options and internal accountability will be considered. Finally, measurements of financial performance and requirements for validity of financial information will be discussed from the perspective of what the leader needs to know to function effectively and meet his/her financial responsibilities.
A broad background is essential for leaders in today's organizations. This course and its companion, Fundamentals of Leadership II, are intended to give AS degree candidates experience for the full range of issues faced by leaders at all levels. Principles of conflict resolution, various leadership theories, styles and philosophies, as well as contemporary motivational methods will be considered. Elements of leading technology professionals and other specialists will also be included. Through class discussions and course materials, students will receive key aspects of generalist leadership to enable them to grasp and resolve organizational operations issues.
This course builds on material covered in LDST 260, Fundamentals of Leadership I, and provides AS degree candidates an additional opportunity to explore issues applicable to leaders at all levels. Using leadership theories and methods to deal with group dynamics and other behavioral issues will be considered, along with current contemporary issues such as discrimination, harassment, disabilities, benefits, and appearance in the workplace. An introduction to corporate social responsibility and the need for diversity and consideration of cultural differences in organizations will also be included. Finally, and perhaps most importantly, key legal issues and ethical principles of leadership will be covered. Through course materials and discussions, students will receive essential components of generalist leadership to equip them to excel in today’s organizations.
Significant opportunities exist for leaders in the nonprofit community, including religious, charitable and professional organizations. Making students aware of these possibilities and the differences/similarities of these agencies to the for-profit world are the primary purposes of this course. Understanding the basics of nonprofit leadership will help students in the Leadership Studies degree programs be well-rounded and equipped to apply their skills in the nonprofit area. Students may choose among three "tracks" of emphasis during the course: religious organizations, charities, and professional associations. Specialization will be achieved through use of a "core" text and a supplemental text for the track chosen.
Selected Topics are courses of an experimental nature that provide students a wide variety of study opportunities and experiences. Selected Topics offer both the department and the students the opportunity to explore areas of special interest in a structured classroom setting. Selected Topics courses (course numbers 290, 390, 490) will have variable titles and vary in credit from 1-3 semester hours. Selected Topic courses may not be taken as a Directed Study offering.
Many academic departments offer special research or investigative projects beyond the regular catalog offering. Significant responsibility lies with the student to work independently to develop a proposal for study that must be approved by a faculty mentor and the appropriate department chair. The faculty member will provide counsel through the study and will evaluate the student’s performance. Sophomores, juniors and seniors are eligible. Students must register for research (291, 292, 391, 392, 491 or 492) to receive credit and are required to fill out a Permission to Register for Special Coursework form. It is recommended that students complete not more than 12 hours of research to apply toward the baccalaureate degree.
During this course students will analyze the theories, processes, and structures to become effective leaders within a wide variety of organizations. Topics of study include theories of leadership, leadership challenges, functions of the leader, and skills of the leader. Additional emphasis is placed upon the importance of life-long learning and the development of leadership skills in the workplace to include such skills as ethics, teamwork, diversity, goals, change, conflict, communication, motivation, leadership, problem solving, and decision making.
This course explores current workplace issues faced by leaders in public and private sector organizations. Course content includes a discussion of present-day topics including discrimination, sexual harassment, disability law, the "glass ceiling" as it relates to women in leadership, unions and their continued applicability in American industry, international cultures and their impact on organizations, as well as technology and its applications and challenges. General management of all types of organizations and personnel will also be considered.
Technology pervades all organizations today and is likely to increase in prominence in the future. Leaders (who may be themselves non-technical) need to know how to relate to technology experts and other technical professionals on whom they depend for success. In addition, the ever-increasing use of technology dictates that organizations develop and enforce policies relating to email, social media accounts, use of organization computers, security of data, and many other facets of operation not previously thought of as important. In this course, students will consider the unique aspects of leading and motivating technical professionals and develop an understanding of the policies contemporary organizations must have to succeed in a technology-driven world. Students will also discuss methods on which to rely in considering requests for technology-related capital equipment, software, and other enhancements, as well as ways to evaluate the job performance of technical specialists.
This course examines conflict causes and effects as well as ethical issues. Students will use case studies and simulations to practice skills for conflict resolution. An investigation of theoretical and practical aspects of conflict assessment, negotiation, problem solving and mediation are integral to this process.
Successful leaders in organizations have an understanding of basic individual and group behavior. Great leaders have exceptional insight into essential relationships and how to interact effectively with their coworkers. Great managers know how to help people under their supervision succeed. This course offers an emphasis on typical interpersonal, managerial and leadership relationships, with an emphasis on the things effective managers and leaders do to ensure success. The differences between management and leadership will be discussed and we will look at personal leadership styles and evaluate ourselves to identify strengths as well as areas requiring development. In addition, we will discuss effective leadership behaviors and why they work. Models and concepts regarding leadership that are put forth in the texts will be discussed along with team and individual dynamics that may affect workplace behavior. Self-reflective writing may also be included in the learning process.
This course examines environmental forces that impact the organization with an emphasis on applicable legal issues. Emphasizing an understanding of law as a basis for critical examination of legal, governmental and regulatory processes confronting today’s organizations. Topics include dispute resolution, workplace crimes, contract liability and electronic communication laws.
Interns must have at least 60 credit hours, completed appropriate coursework and have a minimum GPA of 2.5 prior to registering for academic credit. Also, approval must be obtained from the student's faculty sponsor and required forms must be completed by the deadline. Note: *Architecture, Music Therapy and Education majors do not register internships through Career Planning & Development. These students need to speak with his/her advisor regarding credit requirements and options.
This course provides information, resources and hands-on exercises that cover aspects of identifying program/community needs, locating funding sources and programs, outlining a prospectus, writing a successful proposal and discussing the reasons proposals fail. The course also explores reading Requests for Proposals (RFP) and understanding the proposal review process. Emphasis is on understanding the grant process and preparing proposals for federal agencies and corporate and private foundations.
This course provides students opportunities to interact with leaders from across the organizational spectrum (for-profit, not-for-profit, governmental, etc.) and benefit from successful "real world" experience. In a weekly discussion format, organization executives, presidents, business owners and others with significant experience and professional accomplishments will share their views on today's critical leadership issues. Students will exchange ideas and address questions regarding the most effective leadership styles, organizational philosophies, as well as ethical and operational standards. Self-reflection will be emphasized in class and online discussions as students consider the information presented and formulate their personal leadership approach.
Twenty-first century leaders must be prepared to do more in their organizations than maximize profitability. They must also satisfy expectations that their organizations demonstrate a strong commitment to society in its values on social, environmental and economic goals; protect society from negative company actions or accidents; share the benefits of operation with constituents and become more profitable by "doing well by doing good." In addition, leaders must show conscious efforts to protect natural resources and implement strategies to ensure their sustainability for future generations. In this course, students will gain an understanding of the complex relationship between concern for the environment and the goals of organizations, as well as the philosophy that the most successful organizations are those that "give back" to society. Discussions will center on leadership actions to promote corporate social responsibility (CSR) and sustainability, including consideration of wasted resources, pollution and other environmental impacts of organizations. CSR and sustainability are now global expectations and will likely become even more significant in the future. Leaders who realize this and are prepared to help their organizations meet these challenges are primed for future success.
Leaders of today’s organizations are expected to have the vision for the future direction of the operation and to apply principles of strategic leadership to achieve it. To be successful, leaders must think strategically and make excellent use of available resources in accomplishing the organization’s goals. In this course, students will discuss an approach to strategic leadership that considers the organization’s environment, both external and internal. The basics of developing strategy to achieve goals at several operational levels will also be discussed, along with how such strategy may be effectively implemented and controlled. For those aspiring to one day be top leaders of progressive organizations, this course may be essential.
Prerequisite: LDST 300, LDST 331, LDST 338, and senior standing.
Women and men within organizations are compelled to make decisions that in turn affect the organization itself. This course examines ethical questions that directly affect how organizations function, internally and externally, through what they choose to relay and omit to their various audiences. Cases and academic studies will be analyzed that reflect how ethical and unethical communication affected the fortunes of organizations. We will also evaluate our personal ethics through a series of self-evaluation exercises and relate what we are learning to the "real world" through monitoring of current events during the course.