PhD Organizational Leadership

The PhD program in Organizational Leadership is based upon the leadership theory within an organization. It revolves around the concepts of leadership and professional knowledge and how both of them synchronize to achieve perfection, ability to reason and conducive justice for the good of organization and employees.

Since this PhD program is based upon organizational leadership, the candidates opting for this program comes from various backgrounds bringing the life long experience of leading in different organizations. It facilitates them to grasp the concepts at a better pace and conduct research with full concentration and efficiency.

 

What will you learn from this course

Through this PhD. program you will learn to:

  • Critically analyze the specific challenges that will be faced by next generation education leaders and also how to address those challenges.
  • Conduct research that positively impacts social change.
  • Communicate to multiple audiences via effective oral and written formats.
  • Advocate for social change that integrates diverse perspectives and demonstrates awareness of global interrelationships.
General studies
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Information Research Strategies 2 Introduction to information research including electronic resources. This course is designed to help researchers locate, evaluate, and use information. It includes exploration of the research process, search strategies, locating resources, source documentation, and organization of research.
General studies
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Statistical Modeling and Analysis for Complex Data Problems 2 reviews some of today’s more complex problems, and reflects some of the important research directions in the field. Twenty-nine authors – largely from Montreal’s GERAD Multi-University Research Center and who work in areas of theoretical statistics, applied statistics, probability theory, and shastic processes – present survey chapters on various theoretical and applied problems of importance and interest to researchers and students across a number of academic domains.
Optimal Experimental Design 2 Introduces the philosophy of experimental design, provides an easy process for constructing experimental designs, calculating necessary sample size using R programs and teaches by example using a custom made R program package: OPDOE introduces experimenters to the philosophy of experimentation, experimental design, and data collection. It gives researchers and statisticians guidance in the construction of optimum experimental designs using R programs, including sample size calculations, hypothesis testing, and confidence estimation. A final chapter of in-depth theoretical details is included for interested mathematical statisticians.
Mathematical Modeling 2 complete range of basic modeling techniques: it provides a consistent transition from simple algebraic analysis methods to simulation methods used for research. Such an overview of the spectrum of modeling techniques is very helpful for the understanding of how a research problem considered can be appropriately addressed.
Research Methods and Design 2 Learners gain a thorough understanding of statistical tests appropriate to their dissertation topic and design, how to interpret the results of the tests and how to conduct follow-up analyses, as appropriate. This course includes guidelines and "best practices" for collecting data. Power analysis, what it is, why do it, and how to use available software is covered. Data preparation, use of software to analyze data, and understanding the calculated results are covered. Experience with computer-based statistical analysis techniques is stressed. Emphasizes what is applicable to the Learner’s proposed research questions, design, construct/variable definitions and properties of measurements. Satisfactory/Unsatisfactory grade only.
Dissertation Planning, Writing, and Defending 2 step-by-step through the dissertation process, with checklists, illustrations, sample forms, and updated coverage of ethics, technology, and the literature review.
General studies
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School Leadership and Administration 2 ISLLC Standard, Leadership, Decision Making, Authority, Power, and Influence, Communication, Conflict Management, Organizational Culture, School Improvement, Introduction to Clinical Materials and Learning Experiences, Beginning Challenges, Student Problems, Administrator-Staff Relationships, School-Community Relations, Role and Organizational Problems, Social Justice Issues and Problems of Change
School Finance 2 This course will provide students with an understanding of and practical experience with the major concepts and tools in school finance. The course will cover the three distinct components of education finance: 1) evaluating revenue sources, including school aid; 2) developing and defending budgets; and 3) managing the finances and business operations of a school district. The objective is to provide students with an understanding of the general principles of education finance that can be applied in any setting.
School Safety 2 This course is designed to provide learners with set of standards that educators can use to evaluate their schools and then develop practical and systematic plans for ensuring orderly and caring learning environments. The course also addresses several theoretical perspectives through which learners can come to understand school safety. Attention is given to the distinction between preventing violence and promoting safety.
Leadership: Theory and Practice 2 Being a Leader, Recognizing Your Traits, Recognizing Your Philosophy and Style of Leadership, Attending to Tasks and Relationships, Developing Leadership Skills, Creating a Vision, Setting the Tone, Listening to Out-Group Members, Overcoming Obstacles and Addressing Ethics in Leadership.
Organizational Development 2 Survey of methodological approaches to planned change, including organizational diagnosis, data collection, interventions, feedback, and evaluation. Specific types of interventions covered include strategic planning, organizational design, culture change, team building, survey feedback, goal setting, and career development.
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Human Resource Management And Development 3 Examines methods that organizations use to meet organizational goals through influencing worker attitudes, behaviors, and performance. Topics include recruitment, selection, training, performance appraisal, and compensation.
Organizational Development 3 Survey of methodological approaches to planned change, including organizational diagnosis, data collection, interventions, feedback, and evaluation. Specific types of interventions covered include strategic planning, organizational design, culture change, team building, survey feedback, goal setting, and career development.
Innovation and Change 3 To be an effective leader demands an understanding of the basic principles and practices underlying innovation and change processes in organizations. Learners will explore various change theories, and best practices for successful implementation in the their workplace. Issues of visioning, coalition building, creating and promoting change agenda, and the Learners examine building capacity for change. Opportunity to investigate one’s personal reaction and response to change is highlighted.
Conflict Resolution and Mediation 3 Dealing with conflict is an inevitable part of any leader's role. Timely and relevant, this course examines conflict management processes and skills with emphasis on interaction patterns, interpersonal relationships, and communication skills. Learners will examine the nature of conflict - its origins, sources, and types - as well as the concepts and skills of proactive intervention, conflict resolution and utilizing various conflict resolution strategies in organizational settings, it also issues such as dealing with diversity and ethical issues in multiple contexts, fostering creativity in problem solving and process design, and strategy and skills for successful mediation will be examined. Theory, structure, and practice of collaborative negotiation and mediated negotiations and application of the skills used to prevent and resolve conflict are emphasized.
Building Organizational Capacity 3 There are numerous definitions and usages for the phrase, "capacity building" in the education and leadership literature. For the purpose of this course, the term, "building organizational capacity," will be used to describe a parallel "universe," where both the Learner's capacity AND the organization's capacity must be developed to achieve the organization's mission and goals. When demand exceeds personal capacity, it is impossible to tap into personal talents and skills to help the organization. Personal and professional performance, health, and potential success are all compromised. The critical element for high performance at work and effectiveness in life requires sufficient capacity. A Learner interested in building organizational capacity must also understand how to build their own capacity for achieving these organizational goals. Learners will analyze (audit) their own organization to assess internal and external capacity - looking at all the individual parts of the organization (tangible and intangible) to understand their individual and collective impact on achieving maximum effectiveness and productivity. Simultaneously, Learners will also critically evaluate their own role in their organization as it relates to building capacity.
Quality Management for Organizational Excellence 3 Covers the theories and principles of total quality in the real world, current and comprehensive, it covers every aspect of total quality -- including several that receive little or no attention in other total quality books, and makes an understanding in order to compete in the global arena, businesses must achieve consistent peak performance, continual improvement, and maximum competitiveness with coverage of Lean and Lean Six Sigma. Key topics covered include global competitiveness; strategic management; ethics and corporate social responsibility; partnering and strategic alliances; quality culture; customer satisfaction and retention; employee empowerment; leadership; teamwork; communication; education and training; overcoming negativity; the ISO 9000 quality management system; tools and techniques; and implementing total quality management.
Organizational Culture and Leadership 3 Transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.
Law and Ethics in Educational Leadership 3 Detailed study of The Importance of Ethical and Legal Decision Making, Legal Bodies Governing Education, Education, Religion, and Community Values, Student Privacy and First Amendment Rights, Due Process and Safe Schools, Student Search, Equal Protection, Children with Disabilities, Tort Liability, Teacher Employment, Supervision, and Collective Bargaining, Teacher Constitutional Law, Computers and the Internet Law, Ethics, and Educational Leadership: Making the Connection
Theory and Practice of Organizational Leadership 3 Leadership theory spans academic disciplines and draws as much from artistry of relationships as it does from writings and reflections of leadership as an applied science. Students of leadership gain as much from the experiences of others, as they do from studies of attributes of successful leaders and organizations. This course will examine contemporary leadership theory and its applications in current organizational settings. This course is designed to incorporate the Learner's experiences and observations regarding leadership from their personal and professional experiences and current work setting.
Executive Leadership in Nonprofit Organizations 3 Covers Understanding This Big Job, Developing as an Executive Director, Finding Balance in the Role of Executive Director, Understanding Nonprofit Organizational Culture, Embracing Your Organization's Values, Creating a Vision and Plan, Determining Organizational Effectiveness, Embracing a Changing Nonprofit Environment, Understanding Changing Life Cycle Stages in Nonprofits, Leading Organizational Change, Nurturing a Relationship with the Board, Developing Relationships with Individual Board Members, Establishing Productive Staff Relationships, Following the Founder, Engaging External Stakeholders, Embracing Partnerships and Collaboration, Ensuring Sound Financial Management, Sustaining the Organization with Team-Based Fundraising, Planning for Healthy Transitions of Leadership and Moving On: Making Your Own Career Transition.
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Concept Paper 2 Ethical issues in research are studied and the Learner evaluates the research plan developed in modules RSH8951-RSH8953 against accepted ethical principles and practices in the field. The material developed in the modules is integrated into a summarizing document called the Dissertation Research Proposal. The proposal is comprised of Chapter I (Introduction), Chapter II (Literature Review), and Chapter III (Methodology). The Learner develops the Dissertation Research Proposal under the supervision of the faculty mentor, with a focus on the conceptual and methodological clarity of the research plan for the Learner’s dissertation topic. Once acceptable to the Learner and the faculty mentor, the draft of the Research Proposal is reviewed by the Learner’s Dissertation Committee and the University’s Ethics Committee. Satisfactory/Unsatisfactory grade only.
Doctoral Comprehensive Examination 2 Assures that the Learner has mastered knowledge of his or her discipline, specialization, and can demonstrate applications of that knowledge before formal candidacy status is granted and research in support of the dissertation is initiated. Satisfactory/Unsatisfactory grade only.
Doctoral Dissertation Research l 2 Continuation of RSH8954-P. The draft of the Dissertation Research Proposal is finalized and approved by the Learner’s Dissertation Committee and the University’s Ethics Committee. All steps necessary to begin data collection, including any necessary pilot testing, are completed. Candidates for the Ph.D. must maintain continuous enrollment. Satisfactory/Unsatisfactory grade only.
Doctoral Dissertation Research ll 2 Dissertation data are collected and analyzed. Candidates for the Ph.D. must maintain continuous enrollment. Satisfactory/Unsatisfactory grade only.
Doctoral Dissertation Research lll 2 the dissertation process is completed. The manuscript is prepared, accepted by the Learner’s Dissertation Committee, and the oral defense is conducted. Candidates for the Ph.D. must maintain continuous enrollment. Candidates must have satisfied all financial obligations to the University and be enrolled at the time the oral defense is conducted. Satisfactory/Unsatisfactory grade only.