Our Leadership major (42 semester hours) consists of two elements - leadership theory and leadership praxis.
The program begins with a course that not only prepares a student for the methods associated with degree completion but also introduces the Leadership curriculum and concepts of lifelong learning. This is a great way to ease back into university studies before starting the Leadership theory courses. See the course descriptions below.
The PRAXIS part of the BA Leadership Program is comprised of practicums and a written project report. This gives students the opportunity to earn 7 or 9 semester hours for concrete application of theoretical knowledge while practicing leadership skills within the context of an organization. (A non-PRAXIS theory track is also available where required. Ask for more information.)
Click the Leadership Courses heading below to reveal course descriptions.Leadership Courses
LDRS 300 Leadership Theory and Practice (3 sem. hrs.)
This course is designed for students who wish to advance their understanding of leadership and enhance their personal leadership skills, attitudes, and behaviours in keeping with the mission of TWU. It introduces students to the literature of leadership, helps them design tools for assessing their own leadership abilities, and enables them to develop a Christian servant leadership model within the context of a Christian worldview. Team building and self-assessment exercises, leadership presentations, case studies, and field research are included.
LDRS 301 Lifelong Learning Strategies in Leadership (2 sem. hrs.)
Developing good leadership skills is a lifelong pursuit requiring continuous learning. This required introductory course is designed to provide the adult learner with an introduction to both learning and leading that ensures academic and personal learning success for a lifetime of leadership development and application. Foundational to leadership concepts is:
a thorough understanding of self, and;
an understanding of what leadership refers to: the definition, the differences between leadership and good leadership, what it means to distinguish leadership from management, why leadership is necessary in organizations, and;
the role and importance of learning within an organization.
The course includes assessment tools to assist the students in understanding themselves, and measures their progress in leadership comprehension and application.
LDRS 302 Historical Concepts and Theories in Leadership (3 sem. hrs.)
This course is an introduction to historical organizational concepts and theories that have influenced current leadership and management trends. The course highlights early societal and philosophical influences that led to the development and implementation of classical management theories and subsequent emerging theories through the 1980s. Students examine influences on current marketplace applications in interpreting actions and prerequisites of individuals and organizations.
LDRS 303 Contemporary and Popular Approaches in Leadership (3 sem. hrs.)
This course provides an overview of contemporary and popular approaches that have influenced current movements in leadership and management trends from the 1990s to present day. Students are exposed to a variety of contemporary leadership approaches that focus on psychodynamics, individual and organizational values, ethical relational orientations, emotional intelligence, and other aspects that have helped define current interpretations of leadership. Because understanding oneself is the foundation of contemporary leadership, experiential learning techniques are used to expose students to concepts that assist them in building a knowledge bank of contemporary approaches and practical tools for leadership and management application.
LDRS 310 The Learning Organization (3 sem. hrs.)
In the knowledge age, leaders must influence the nature, direction, and quality of organizational knowledge and competence. This course exposes students to the importance of expanding people's ability to understand and cope with the challenges organizational situations generate. Organizational theory is defined and analyzed. Practical methods of managing knowledge assets and facilitating learning are discussed as students grapple with how to integrate all aspects of organizational presence into a comprehensive and iterative learning organization.
LDRS 320 Ethical Decision-Making (3 sem. hrs.)
The course explores ethical decision-making in a business environment. It examines individual, organizational, and macro-level issues in ethics. The course does not determine correct ethical action; it is designed to promote the understanding of the role of values and ethics as leaders formulate strategies for motivating, communicating, utilizing power, and developing followers.
LDRS 330 Leadership in Organizations and Small Groups (3 sem. hrs.)
Comprehensive understanding of leadership. Theories, models, facets of leadership, and characteristics of effective leaders. Leadership development and current issues.
LDRS 400 Interpersonal Leadership: Negotiation and Conflict Resolution (3 sem. hrs.)
Students learn to identify conflict sources within and outside organizations related to personal differences, real and imagined levels of power, and stakeholder interests. Forms of dispute resolution are discussed including professional arbitration and alternative methods of mediation, with recognition that conflicts can be beneficial.
LDRS 410 Communication: Methods and Mediums of Persuasion and Positive Influence (3 sem. hrs.)
Communication within an organization impacts directly/indirectly and internally/externally in four directions: colleagues, subordinates, superiors, and current and potential customers. All successful leaders are competent communicators and seek ways to develop their skills. This course provides a broad overview of communications and offers learners practical tools to improve their rapport with various audiences.
LDRS 420 Leading Change (3 sem. hrs.)
Leaders need to understand change in order to lead change. This course enables students to understand the impact of change, develop a better sense of leading complex change, and learn about various change process models, frameworks, and engagement principles to gain commitment and involvement. Students also develop an understanding of how to coach in the midst of change. Using a nine-phase change process model, students apply their learning to a change project or initiative.
LDRS 431 Building Leaders I: Developing Intergenerational Leaders (1 sem. hr.)
An examination of the universal process of human development from a psycho-social perspective in order to understand personal responses to leadership and the perspective-taking requirements of the leader in leading others. This course provides an overview of different generations (boomers, gen Xers, millenials) and both their approach to and responses to leadership challenges with a view to increasing the emotional intelligence of emerging leaders.
LDRS 432 Building Leaders II: Vocation and Career Planning (1 sem. hr.)
An examination of leaders' vocation discernment and career planning in the context of both modeling and mentoring. Emphasis is given to the leaders' identification of personal calling and the creation of their career development plans and how they use their self-development knowledge as life mentors to those they lead, bringing others toward personal and professional clarity and growth.
LDRS 433 Building Leaders III: Resilience in Leadership (1 sem. hr.)
An examination of everyday challenges and weaknesses leaders face, and how to cope effectively. This course focuses on approaches and attitudes related to leadership aspects such as criticism, failures, successes, personal attacks, weaknesses, and persistence.
LDRS 440 Developing Administrative Competence (3 sem. hrs.)
Students learn key principles and methods beyond general strategies of leadership, which lead to successful administration of private and public organizations. This course provides the student with an opportunity to apply learned leadership principles of the program in the context of a management application, thus demonstrating an understanding of both management and leadership, and acknowledging that a good leader is also a good manager. Topics include preparing strategic plans, modifying strategies, designing the organization to fit objectives, organizational governance, staffing the organization, budget building and defending, risk management and due diligence, and effective implementation of plans.
LDRS 491, 492 Leadership Practicum (2, 2 sem. hrs.)
This course provides students with a practical setting in which to apply what they have learned in the B.A. in Leadership Program. Practicum must be with a supervised business, non-profit agency, social service agency, or institution related to the student’s personal interests and future plans. The course includes readings, written assignments and group meetings.
LDRS 493, 494 (3, 3 sem. hrs.)
This course provides students with a practical setting in which to apply what they have learned in the B.A. in Leadership Program. Practicums must be with a supervised business, non-profit agency, social service agency, or institution related to the student's personal interests and future plans. The course includes readings, written assignments and group meetings.
LDRS 499 Applied Leadership Project (3 sem. hrs.)
The Applied Leadership Project provides students with an opportunity in which to test and apply the skills learned in their practicum placement as well as to reflect on their own personal development as professionals. Students conduct their applied leadership project in a supervised business, non-profit agency, social service agency, or institution related to their personal interests and future plans (preferably in the same setting as they completed their practicum). This self-directed but practicum-facilitated project helps the students reflect on and integrate their knowledge with practical experience.
What makes up a BA in Leadership degree?
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