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EDUC4610: Becoming a Learning Assistant (2)
Introduces undergraduate Learning Assistants (LAs) to education research, active learning, and strategies that support: (1) eliciting student ideas and helping all group members become active and engaged in the class; (2) listening and questioning; (3) building relationships; and (4) integrating learning theories with effective practices. Also 'LA Pedagogy Course.' Department enforced prequisite: Learning Assistant Program admission. First-semester LAs requirement.

EDUC4620: LA Mentoring I: Becoming a Mentor (2)
This field-based course is the second in a three-sequence course intended for Learning Assistants. This course provides opportunities for advanced Learning Assistants (LAs) to practice mentoring strategies as they mentor first-time LAs. LA mentors will observe and consult with their LA mentees each week and observe entire contexts in which LAs are used. In the seminar component of the course, LA mentors will discuss their readings about mentoring, skillful teaching, and group facilitation and they will reflect on their work with their LA mentees.

EDUC4630: LA Mentoring II: Improving the Program (2)
This is a continuation of EDUC 4620. LA mentors will continue to mentor first-time LAs, but they will also design and test projects intended to address issues with the LA program that they have identified in the field. LA mentors will complete instructional innovation projects through cycles of design, testing, feedback, and revision. In this course, LA mentors enact projects leading to the improvement of the LA program through improved student and faculty experiences.

INVS3100: Social Justice, Leadership and Community Engagement Internships (3)
Focuses on leadership theories and skills necessary for effectiveness in social justice settings. Students gain understanding of traditional and culturally diverse approaches to leadership and change. Community service required.

INVS1000: Responding to Social and Environmental Problems Through Service Learning (4)
By integrating theory with required community service, students explore how problems are shaped by cultural values and how alternative value paradigms affect the definition of problems in areas such as education and the environment. Students examine different approaches to solving problems and begin to envision new possibilities.

INVS2919: Renewing Democracy in Communities and Schools (3)
Examines concepts of activism, citizenship, democracy, power, and diversity through classroom discussions and participation in a local K-12 school's Public Achievement project. Through community-based partnerships, students will develop leadership skills; dialogue with diverse groups of people; identify multiple perspectives around controversial issues; and learn to use research and writing to articulate public problems and advocate for their solutions.

INVS2989: Dialogue Across Difference (3)
Provides practical facilitation training that equips students to be change makers in any setting. Students examine models of dialogic communication and theories of intergroup relations to understand how dialogue can build deeper understanding of self/others, reinvigorate democratic values and foster a more just society. Through hands-on experience participating in, observing, and leading dialogue, students learn to facilitate dialogue among their peers.

INVS3302: Facilitating Peaceful Community Change (3)
Students gain knowledge and skills that enable them to become effective agents of community change. Focuses on understanding the processes of community building with a multicultural emphasis. Students are encouraged to apply their own life experiences and to examine themselves as potential change agents.

INVS3931: The Community Leadership Internship, Part 1 (3)
Develops students' competencies as community leaders working for a just and sustainable world. Under the supervision of an instructor and a community supervisor, students learn organizational leadership skills by serving as volunteer staff members at community-based organizations. Required requisite, admission into INVST CLP.

INVS3932: Community Leadership Internship, Part 2 (3)
Develops students' competencies as community leaders working for a just and sustainable world. Under the supervision of an instructor and a community supervisor, students learn organizational leadership skills by serving as volunteer staff members at community-based organizations. Required requisite, membership in INVST CLP.

LEAD1000: Becoming a Leader (3)
The foundation course will prepare students to exercise leadership in business, government and community organizations. Introduces leadership skills useful in a variety of settings including community and civic activities. Helps students to improve self awareness, understand multiple theories, recognize moral courage, build analytic and critical thinking skills and adapt leadership practices to different people and contexts.

LEAD1571: Topics in Leadership: Introduction to Research Methods (2)
Participants will establish their understanding of research through critical exploration of research language, ethics, and approaches. The course introduces the language of research, ethical principles and challenges, and the elements of the research process within quantitative, qualitative, and mixed methods approaches. Participants will use these theoretical underpinnings to begin to critically review literature relevant to their field or interests and determine how research findings are useful in forming their understanding of their work, social, local and global environment. Their work will culminate in a research project proposal submitted to ����ֱ��'s Undergraduate Research Opportunity Program.

LEAD2410: Dynamics of Power, Privilege, Oppression and Empowerment in Leadership (3)
Examines the theoretical frameworks of social identity and power dynamic development (individual, group, institutional, cultural) and the resulting inequalities formed by systems of privilege and oppression - and their intersections - are manifested in society and how leadership is used to continue these systems or lead to empowerment and liberation.

LEAD4000: Leadership in Context and Emerging Challenges: A Capstone (4)
Integrates leadership topics and experiences students pursued through the Leadership Studies Minor. Using advanced critical thinking skills, the seminar requires students to evidence their knowledge, competencies and skills related to leadership theory and practice through examining contemporary leadership challenges. Further, the seminar directs students to justify decision-making processes, demonstrating their ability to synthesize prior knowledge to effect desirable, ethical outcomes.

LEAD4501: Leadership Capstone 1 (3)
Apply skills and knowledge developed throughout the Leadership and Community Engagement Major to design and implement public action project. Critically examine local context, including organizations, agencies, firms, and movements. Identify partners and develop relationships based on reciprocity and mutually. Develop theory of change for project and design evaluation tools to measure impact.

LEAD4502: Leadership Capstone 2 (2)
Apply skills and knowledge developed throughout the Leadership and Community Engagement Major to design and implement public action project. Manage complex project with team of students and multiple community partners. Evaluate public impact of project with partners.

ORGL5005: Leadership and Organizations (3)
Focuses on leadership theory and practice in contemporary organizations, discussing, comparing and contrasting theories of leadership, as well as factors that impact leadership in an organization. Students assess their own leadership style in the context of existing leadership models and potential organizational settings. Current topics and case studies in leadership are also discussed.

ORGL5010: Leading Change and Innovation (3)
Addresses theories, methods and challenges associated with organizational change. The course exposes students to forces that drive organizations to change, why organizations change or fail to change, impediments and barriers associated with change and how change helps organizations become more competitive and profitable. The course also examines a variety of approaches, tools and techniques for effective personal and organizational change.

ORGL5025: Performance Management (3)
Focuses on organizational performance management systems and individual performance appraisals, explored in relationship to other human resource activities and processes designed to achieve organizational success. The course builds requisite management and leadership competencies of assessing performance, providing feedback, coaching, motivating, engaging, and increasing employees' achievement. Course utilizes lecture, readings, discussion, case studies, role plays, research, and/or personal peer feedback.

ORGL6830: Master's Capstone (MSOL) (3)
Taken at/near the end of the MSOL program, this course allows students to synthesize the theoretical knowledge acquired during the program to complete a basic business research project involving actual data in a realistic setting. Students will recognize/identify a problem; form a methodology for possible solution of an hypothesis; gather data; verify/test the hypothesis; and form implementable recommendations. Department consent required.

PRLC1810: Leadership Foundations and Applications I (3)
Introduces fundamental principles of leadership and ethics. Emphasizes application of the principles for self-development and organizational effectiveness.

PRLC1820: Leadership Foundations & Applications II (3)
Explores challenges to leadership at the community level such as drug abuse, poverty, decline of infrastructure, care of the aged, etc. Gives particular attention to the development of effective leadership responses to community difficulties at university, city, state, and national levels.

PRLC2820: Multilevel Issues in Leadership (3)
Studies multilevel issues that originate in organizational settings but carry community and global implications. Encourages students to fully explore the complexity and interrelatedness of issues with a special emphasis on leadership and ethical implications.

PRLC2930: Leadership Internship (3)
Students analyze the leadership styles within a host organization, examine how successfully an organization fulfills its mission and further refine their own theories of what constitutes effective leadership. Students also complete a meaningful project over the course of the internship. Department enforced prerequisites: PRLC 1810 and PRLC 1820 and PRLC 2820.

PRLC3800: Global Inquiry for 21st Century Leadership (3)
Introduces students to the ways in which leadership and sustainable development theory converge, challenges students to examine these issues in specific contexts around the world, and provides them with practical training in cross-cultural competency and leadership skills.

PRLC3810: Global Issues in Leadership (3)
Examines the challenges to leadership posed by major global issues. Problems in the areas of human rights, hunger, disease, large-scale collective violence and environmental deterioration are explored with a special emphasis on the development of effective, long-term leadership strategies. Department enforced prerequisites: PRLC 1810 and PRLC 1820 and PRLC 2820.

BUSM2011: Principles of Management (1.5)
Focuses on the knowledge and skills needed to effectively lead and manage in the workplace.

CESR3040: Fundamentals of Socially Responsible Leadership (3)
Designed to build on the learning from ORGN 3030 and the rest of the management track curriculum, while adding more depth and breadth around the context managers operate within. Techniques used by current business leaders and seminal leadership scholars to prepare students to handle various leadership situations will be explored. Students will engage in oral and written presentations.

CESR4000: Leadership Challenges (3)
Focuses on values and leadership at all levels of an organization. High-level executive guest speakers share stories about critical business dilemmas faced in their careers and evaluate student prepared responses to an ethical dilemma they present.

MBAX6560: Executive Leadership (1.5)
Examines organizational leadership from the executive perspective, including private and public sector firms, and non-profits. Studies how executives lead change and innovation, interact with the top management team, and deal with the board of directors Topics include governance of the firm, strategies for enhancing executive influence, assessing and understanding diverse leadership styles, and the ethics and responsibilities of an executive. Formerly MBAX 6890.

MBAX6561: Executive Leadership (1.5)
Provides an opportunity to examine leadership from the executive perspective in organizations including private and public sector firms and non-profits. Topics covered include how executives lead change and innovation in organizations, interact with the top management team, deal with the board of directors, leadership issues involved with governance of the firm and strategies for enhancing executive influence.

MBAX6565: Inclusive Leadership (1.5)
This course focuses on how to lead to increase inclusion and maximize the benefits that diversity can bring. Women and minorities comprise only 25% and 27% of executives, respectively. Only 5% of CEOs are women. Thirteen percent of the population but fewer than 1% of Fortune 500 CEOs are Black. The data show irrefutable evidence that diversity increases innovation, market share, return on assets, and stock prices.

ORGN 3030 Critical Leadership Skills (3)
Provides an opportunity to learn about and practice the skills required of all managers. These skills include leadership, negotiation, conducting performance appraisals, delegation, effective communication, interviewing and making hiring decisions, and managing employees with problem behaviors. Objectives include developing self-awareness of strengths and weaknesses as a manager, gaining familiarity with theory-based skills, and developing proficiency in the use of these skills. Formerly MGMT 3030. Degree credit not granted for this course and LEAD 1000.

ORGN 3040 Fundamentals of Ethical Leadership (3)
Designed to build on the learning from ORGN 3030 and the rest of the management track curriculum, while adding more depth and breadth around the context managers operate within. Techniques used by current business leaders and seminal leadership scholars to prepare students to handle various leadership situations will be explored. Students will engage in oral and written presentations. Same as CESR 3040. Formerly MGMT 3040.

EMEN3100: Introduction to Engineering Management (3)
Examines topics important to the management of engineering activities within organizations. Topics include the relationship of engineering to business and management disciplines, the functions of an engineering manager, principles and techniques for managing financial resource and business ownership. Explores best practices in global engineering management, process management, legal issues, ethics, organizational behavior and communications.

EMEN4050: Leadership and Professional Skills (3)
Accelerate your personal and professional growth with the essential skills required to become an effective leader/manager. Conduct personal development through exercises in communication and leadership effectiveness. Explore leadership styles, managing commitments, change management, negotiation, conflict resolution, organizational culture, emotional intelligence, team dynamics and business ethics.

EMEN4850: Entrepreneurial Leadership (3)
Investigate the importance of entrepreneurship, value creation, and the entrepreneurial leader's role in driving innovation and growth. Explore and discuss building a culture of practical, ethical, and empowered leaders, developing a shared purpose, understanding the meaning of values in an organizational setting, and identifying potential negative issues in different roles within an entrepreneurial team. Essential skills learned will facilitate the development of capabilities to adapt leadership approaches/practices in various business and organizational contexts.

EMEN5050: Leading Oneself (3)
Provides working professionals the framework to build leadership skills by first starting with oneself because the foundation for great leadership starts with personal excellence. Topics include accountability, authentic leadership, personal branding, self-awareness, growth mindset, emotional intelligence, personal mastery, feedback and communication skills.

EMEN5052: Leading Others (3)
Understand and apply leadership techniques that develop and sustain a high-powered technical organization. Specifically, students evaluate qualities associated with successful leaders, learn practical leadership skills such as defining roles and responsibilities, setting vision, coaching, and dealing with conflicts. The course then addresses team building, from hiring the right team members, to managing the team, and conducting effective team meetings.

EMEN5053: Leading Technical Organizations (3)
Examining relevant technical organization leadership skills using the context of stakeholder value creation is the basis of this course. The class explores how leaders multiply their abilities by leading through others, developing an accountable team, building enduring employees, managing customer and supplier relationships, exhibiting leadership presence, dealing with challenging situations and creating and executing strategies.

EMEN5054: Neuroscience of Leadership (3)
Examines leadership techniques through the lens of social cognitive neuroscience and psychology. Utilizing the latest research, we develop a leadership practice based on neuroscience. Consideration for leading oneself, leading others and leading organizations is covered. Topics include neuroplasticity, psychological safety, resililence, mental toughness, primal power of storytelling, improv and creativity, as well as the subtle power of influence.

EMEN5055: Leading for Diversity, Equity and Inclusion in Engineering (3)
This course focuses on the importance of embedding diversity equity inclusion (DEI) in engineering workplace environments. Students focus on the historical narrative of institutions and institutional structures that have shaped instances of inclusion and exclusion in engineering, how their own identity and background shape their thoughts and actions, and how transformational leadership is enacted for DEI in a challenging atmosphere.

EMEN5230: Resilience Engineering Leadership in Crisis (3)
Examines the qualities, concepts, and practices of resilience leadership amid conditions of chaos, uncertainty, and catastrophic breakdowns of complex social, ecological, and technological systems. Draws on topics in resilience policy, resilience engineering, contemporary literature, and current events to construct a comprehensive understanding of resilience as a mix of dynamic processes embedded within and among complex systems like critical infrastructure.

ENLP2000: Leadership, Fame, and Failure (3)
 Examines the ambition, moral character, prudence, and grit required for effective leadership. Common causes of leadership failure are also considered. A wide variety of ancient and modern leaders are studied in the disciplines of science and technology, politics, business, and military affairs using primary source readings in history, philosophy, and literature. Also explores whether leadership is a teachable art.

ENLP3000: Intelligent Leadership (3)
Investigates what it means to be 'smart.'  In small, discussion-based classes, explores science fiction texts that generate fundamental questions about the dimensions, manifestations, and value of intelligence.  Emphasizes relevance to leadership, with students researching how course themes are reflected in present-day, “real life” technologies, policies, and cultural phenomena. 

ENLP3100: Complex Leadership Challenges (3)
Approaches leadership as a process of inquiry, empathy, and action, cultivating skills leaders need to understand, communicate about, and generate innovative approaches to complex issues. Each student conducts extensive, principled research about a complex social issue of their choice, investigating its multidimensionality by applying different analytic lenses.

ENLP3150: Global Intensive in Uganda (1)
Augments ENLP 3100: Complex Leadership Challenges, extending this semester-long course to include a ten day immersion experience in Uganda and Rwanda. With an interdisciplinary lens on international development, engages students in individualized learning experiences that expose them to varieties of perspectives from diverse stakeholders working in areas of health, education, economic development, and public management. 

ENLP4000: The Empire of Modern Science (3)
Examines science and technology's rise to the status of political, cultural, and economic leader of the modern world. Also considers the ambitions and limits of the modern scientific enterprise, and investigates whether scientists are adequately equipped to lead humanity's political, spiritual, and evolutionary future. Readings are drawn from primary sources in history, economics, politics, philosophy, and literature.

AIRR3010: Leading People and Effective Communication 1 (3)
This course is designed to build on the leadership fundamentals taught in the AS200 level. The cadets will have the opportunity to utilize their skills as they begin a broader leadership role in the detachment. The goal is for cadets and students to have a more in-depth understanding of how to effectively lead people and provide them with the tools to use throughout their detachment leadership roles.

AIRR3020: Leading People and Effective Communication 2 (3)
A continuation of AIRR 3010. This course is designed to help cadets hone their writing and briefing skills. The course continues into advanced skills and ethics training that will prepare them for becoming an officer and a supervisor.

MILR2031: Methods of Leadership and Management 1 (3)
Comprehensively reviews advanced leadership and management concepts including motivation, attitudes, communication skills, problem solving, human needs and behavior, and leadership self development. Students continue to refine effective written and oral communications skills and to explore topics such as the basic branches of the Army, and officer and NCO duties. Students conduct classroom and practical exercises in small unit light infantry tactics and are prepared to perform as midlevel leaders in the cadet organization.

MILR2041: Methods of Leadership and Management 2 (3)
Focuses on leadership and management functions in military and corporate environments. Studies various components of Army leadership doctrine to include the four elements of leadership, leadership principles, risk management and planning theory, the be-know-do framework, and the Army leadership evaluation program. Continue to refine communication skills.

MILR4072: Leadership 1: Adaptive Leadership (3)
Develops leaders of character that will excel in a complex, ambiguous and dynamic future operating environment: discusses personal growth, effective communication, critical thinking, problem solving and ethical leadership.

MILR4082: Leadership 2: Leadership in a Complex World (3)
Develops leaders of character that will excel in a complex, ambiguous and dynamic future operating environment: develops universal leadership attributes such as critical thinking and problem solving, understanding the contemporary operating environment and improved inter-personal dynamics/team building skills.

NAVR4010: Leadership and Management (3)
Comprehensively studies organizational leadership. Emphasizes motivation, communication, empowerment, and needs of subordinates. Studies the role of professional and personal ethics in organizational leadership.

NAVR4020: Leadership and Ethics (3)
Studies the ethics and laws of armed conflict analyzing the leadership responsibilities of officers both in peace and in war. The curriculum focuses first on various moral, ethical and leadership philosophies followed by extensive use of case studies to reinforce the use of ethical decision-making tools. Defines the responsibilities of junior officers within the context of ethical leadership and decision making.