Organizational Leadership Specialization

Start Date: 09/20/2020

Course Type: Specialization Course

Course Link:

About Course

Equip yourself to successfully lead organizations through clarity of purpose and effective collaboration — by building and motivating teams; designing and delivering powerful stories; developing strategies to appropriately influence; understanding underlying customer analytics and applying innovative approaches to deliver impact. How do aspiring managers succeed in an ever-changing business environment? How do they lead different groups to action? This specialization equips aspiring managers to lead change and leverage different roles and functions within for-profit institutions to create lasting value in the marketplace. Throughout the five courses, we will explore how great leaders assess themselves and lead collaborative teams that effectively manage negotiations and conflict. We will discover how leaders communicate through storytelling and employ other communication strategies to influence. Furthermore, we will learn how organizations start with the clarity of purpose that comes from an understanding of customers’ needs, including leveraging data analytics, and use that focus to drive the design of products and services to meet those needs effectively. At the end of the coursework, students will create a capstone project that allows them to apply what they have learned. Each of the individual courses can be audited for free: 1-High Performance Collaboration: Leadership, Teamwork, and Negotiation, 2-Leadership Communication for Maximum Impact: Storytelling, 3-Leadership Through Social Influence, 4-Leadership Through Marketing, 5-Leadership Through Design Innovation.

Course Syllabus

High Performance Collaboration: Leadership, Teamwork, and Negotiation
Leadership Communication for Maximum Impact: Storytelling
Leadership Through Social Influence
Leadership Through Marketing

Coursera Plus banner featuring three learners and university partner logos

Course Introduction

Successfully Lead in an Ever-Changing Business Environment. Master key strategies to successfully lead an organizational change effort in just five courses plus a final capstone project. Organizational Leadership Specialization The Organizational Leadership Specialization is for individuals and organizations seeking to understand the cultural context of managerial leadership and become more effective leaders of their organizations. The goal of the Specialization is to provide learners with an understanding of the cultural context of managerial leadership and develop leadership skills, through hands-on experience in the areas of leadership philosophy, leadership practice, and organization design. The Specialization is designed to meet the needs of individuals and organizations seeking to understand the cultural context of managerial leadership and to become more effective leaders of their organizations. The Specialization is designed to meet the needs of individuals and organizations seeking to become more effective leaders of their organizations. The Specialization is a cross-disciplinary course that draws from a variety of disciplines, including organizational history, sociology, political science, and engineering analysis. The course emphasizes the interrelations between values systems, institutions, and cultures, and the application of critical thinking and interpersonal skills to evaluate leadership and to shape organizational culture.Module 1 - Leadership Ethics: Why Leadership Matters Module 2 - Leadership Ethics: How to Speak for Yourself Module 3 - Leadership Ethics: How to Lead Interdependently Module 4 - Organizational Culture and Leadership: Cultural Competence Programming languages and object-oriented game development This is the second course in the specialization about programming languages and object-oriented game development. It focuses on the most important aspects of object-oriented game development

Course Tag

Design Leadership Negotiation Leadership Marketing

Related Wiki Topic

Article Example
Master of Science in Organizational Leadership The Master of Science in Organizational Leadership (MSOL) is a multidisciplinary master's degree in leadership studies.
Journal of Leadership & Organizational Studies The "Journal of Leadership & organizational Studies" is abstracted and indexed in:
Master of Science in Organizational Leadership The MSOL degree is similar to the Master of Science in Leadership (MSL) degree and the Masters of Organizational Leadership (MAOL).
Innovation leadership Some studies have shown evidence of organizational culture as the mediator of the relationship between transformational leadership and organizational innovation and performance. In other words, for transformational leadership to affect organizational innovation, an organization must have a strong innovative culture in addition to a leader with a transformational leadership style.
Collaborative leadership Collaborative leadership is a management practice which is focused on the leadership skills across functional and organizational boundaries.
Higher education leadership The study of Higher Education Leadership encompasses primarily the academic disciplines of leadership and organizational theory.
Transformational leadership The evolution of transformational leadership in the digital age is tied to the development of organizational leadership in an academic setting. As organizations move from position-based responsibilities to task-based responsibilities, transformational leadership is redefined to continue to develop individual commitment to organizational goals by aligning these goals with the interests of their leadership community. The academic community is a front-runner in this sense of redefining transformational leadership to suit these changes in job definition.
Robert Levasseur (academic) Robert Levasseur, Ph.D is a professor at Walden University in the College of Management & Technology School of Management with a specialization in leadership and organizational change.
Leadership In the past, some researchers have argued that the actual influence of leaders on organizational outcomes is overrated and romanticized as a result of biased attributions about leaders (Meindl & Ehrlich, 1987). Despite these assertions, however, it is largely recognized and accepted by practitioners and researchers that leadership is important, and research supports the notion that leaders do contribute to key organizational outcomes (Day & Lord, 1988; Kaiser, Hogan, & Craig, 2008). To facilitate successful performance it is important to understand and accurately measure leadership performance.
National School of Leadership The Faculty of Leadership Studies also offers multiple certificate programmes, mostly of 3 months each in subjects like Leadership, Strategic Thinking and Decision Making, Corporate Leadership Strategy, Organizational Leadership, Transformational Thought Leadership, IT Leadership and Leadership Research Methods.
Organizational culture According to Schein (1992), culture is the most difficult organizational attribute to change, outlasting organizational products, services, founders and leadership and all other physical attributes of the organization. His organizational model illuminates culture from the standpoint of the observer, described at three levels: "artifacts", "espoused values" and "basic underlying assumptions".
Leadership studies Leadership studies is a multidisciplinary academic field of study that focuses on leadership in organizational contexts and in human life. Leadership studies has origins in the social sciences (e.g., sociology, anthropology, psychology), in humanities (e.g., history and philosophy), as well as in professional and applied fields of study (e.g., management and education). The field of leadership studies is closely linked to the field of organizational studies.
Distributed leadership "Distributed leadership" entered the leadership and organizational theory discourse and clearly appealed to various scholars, policy makers, administrators, and practitioners as they have used it to frame, describe, and promote their work. Some use it as a recipe for effective leadership or improving schools; others use it to prescribe optimal leadership or organizational structure. The most common alternative usage is equating distributed leadership with more than one designated leader, ideas such as shared, democratic, or collaborative leadership. Studies along these lines often look at the distribution of leadership roles. Interest in these alternative organizational structures reflect the increased demands on leaders in schools and changes in the demands on educational organizations, and the term "distributed leadership" gets used to represent this. Some worry that this overlap in usage results in a watering down of ideas or rebranding of old ideas in new terms.
Organizational commitment In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. The basis behind many of these studies was to find ways to improve how workers feel about their jobs so that these workers would become more committed to their organizations. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. Some of the factors such as role stress, empowerment, job insecurity and employability, and distribution of leadership have been shown to be connected to a worker's sense of organizational commitment.
Rapport Leadership International Rapport Leadership International, a leadership and organizational development training company, is based in Las Vegas, Nevada, and was founded by Mike Knapp and JoAnn Knapp in 1985. Rapport offers courses to improve personal, individual leadership skills, as well as organizational development courses to improve the effectiveness of businesses.
Leadership Over the years the philosophical terminology of "management" and "leadership" have, in the organizational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and generally reflects an awareness of the distinction made by Burns (1978) between "transactional" leadership (characterized by e.g. emphasis on procedures, contingent reward, management by exception) and "transformational" leadership (characterized by e.g. charisma, personal relationships, creativity).
Leadership development Leadership can also be developed by strengthening the connection between, and alignment of, the efforts of individual leaders and the systems through which they influence organizational operations. This has led to a differentiation between leader development and leadership development.
Meta-leadership Meta-leadership is distinct in that it is focused on cross-cutting leadership that generates connectivity among disparate stakeholders in both intra- and inter-organizational settings. “Leadership refers to the recognized or expected span of authority that a person has in his or her formal role.” Meta-leadership is leadership employing influence over authority. “Meta-leaders…seek to influence and activate change well above and beyond established lines of their decision-making and control. These leaders are driven by a purpose broader than that prescribed by their formal roles, and are therefore motivated and capable of acting in ways that transcend usual organizational confines.
Organizational commitment A study conducted by Hulpia et al. focused on the impact of the distribution of leadership and leadership support among teachers and how that affected job satisfaction and commitment. The study found that there was a strong relationship between organizational commitment and the cohesion of the leadership team and the amount of leadership support. Previously held beliefs about job satisfaction and commitment among teachers was that they were negatively correlated with absenteeism and turnover and positively correlated with job effort and job performance. This study examined how one leader (usually a principal) effected the job satisfaction and commitment of teachers. The study found that when leadership was distributed by the 'leader' out to the teachers as well workers reported higher job satisfaction and organizational commitment than when most of the leadership fell to one person. Even when it was only the perception of distributed leadership roles workers still reported high levels of job satisfaction/commitment.
Leadership The term "Shared Leadership" contrasts with the "command and control" style of leadership in which control and authority rested exclusively with those at the top of the organizational ladder. high Impact Teams share leadership. in other words, team members assume decision-making authority and responsibility for the team's results. By instilling the notion that every team member is responsible for the team's success, you develop leadership within the team. The idea of Shared Leadership is based on mutual respect and caring for all team members.