This course was designed to look at the micro (daily activities) and macro trends of organizations in order to understand the ethical implications of the assumptions and practices that drive organizations.  Candidates examined the ethical foundations that guide the organizational leader in the creation and implementation of policies.

Doctoral Standards

Standard 2: An organizational leader advocates, nurtures and sustains a culture consistent with the mission of the organization and conducive to professional growth.

Standard 5: An organizational leader acts with integrity, fairness, and in an ethical manner.

Standard 8: An organizational leader develops and maintains humane and inclusive organizations that address the root causes of social and structural inequalities.

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. Never use another person as a means to an end – Kantianism (Class Experience)
2. Motivational blindness is the tendency to not notice the unethical actions of others when it is against our own best interests to notice (Bazerman & Tenbrunsel, 2012)
3. To be ethical leaders and policymakers, it is important to know and understand your morals, beliefs, core values, and ethical blind spot (“This is Believe Now Paper”

This course was designed to introduce doctoral students to organizational assessment and accountability and provide students with conceptual and practical tools to conduct organizational assessments and develop accountability measures.  Students also studied the role that research and data play in accountability, assessment and policy development.

Doctoral Standards

Standard 4: An organizational leader actively seeks to build the capacity of the organization in order to solve local, national, and global problems through education, training, mobilization of human and community resources, and collaboration with external organizations.

Standard 5: An organizational leader acts with integrity, fairness, and in an ethical manner.

Standard 6: An organizational leader seeks to understand, respond to, and influence the larger political, social, economic, legal, and cultural context through the analysis and evaluation of policy standards.

Standard 8: An organizational leader develops and maintains humane and inclusive organizations that address the root causes of social and structural inequalities.

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. An effective organizational training and development practice is to hire for values and train for skills (Bustin, 2014)
2. Principle of Mission – No matter what business you’re in, when you care for people and build a relationship, when you have something to say, others will listen (Class Experience)
3. Measure success and failure honestly (Class Experience)

This course was taken in the final semester of a candidate’s cohort required course program. In regularly scheduled meetings with the professor, candidates were assisted in developing and presenting a dissertation proposal. Candidates participated in a “Mock Proposal Defense” during this course to prepare them for the dissertation defense protocols and procedures they will experience subsequent to this course. All candidates will also present their proposed dissertation at the Niagara University Fall 2019 Ph.D. Research Symposium.

Doctoral Standards

Standard 5. An organizational leader acts with integrity, fairness, and in an ethical manner

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. Leaders get things done, put systems in place to maintain organization and manage your time effectively (Class Experience)
2. Celebrate the small wins (Class Experience)
3. Best Dissertation is a done dissertation (Class Experience)

Doctoral Standards

Standard 5: An organizational leader acts with integrity, fairness and in an ethical manner.

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. Quantitative techniques can aid organization leaders and policymakers in effective decision making by reducing a highly complex problem to manageable dimensions (Class Experience).
2. Not all data is trustworthy, as data can be manipulated and skewed to reflect a particular outcome ( Class Experience).

This course is a broad and intensive study of Geographical Information Systems (GIS). Using this extensive computer-based mapping software, students learned the nature and models of spatial data, organize, manage, and present such data, as well as plan, conduct, and present research. Applications in various professional settings were introduced and discussed. The course emphasized the use of GIS in administrative and policy-making settings.

Doctoral Standards

Standard 4: An organizational leader actively seeks to build the capacity of the organization in order to solve local, national, and global problems through education, training, mobilization of human and community resources, and collaboration with external organizations.

Standard 6: An organizational leader seeks to understand, respond to, and influence the larger political, social, economic, legal, and cultural context through analysis and evaluation of policy standards.

Standard 8: An organizational leader develops and maintains humane and inclusive organizations that address the root causes of social and structural inequalities.

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. Policy-makers are able to use GIS to create a visual frame of reference for data sets that do not easily conceptualize or understand by the public (Class Experience).
2. GIS allows leaders and stakeholders to understand what belongs where, and how data relates to other subject areas in a geographic context (Class Experience).

This course was designed to provide the candidate with an understanding of the current research on how diversity among stakeholders in the organizations affects the organizations and the impact that the organizations has on diverse groups. Candidates utilized critical theories in order to analyze the strategies, techniques, and programs that are currently used by business, education, and public service organizations in order to create and sustain ethical, human, and professional organizations reflective of contemporary diversity. Since. Today’s labor market is not homogeneous, special emphasis was placed on recruitment, selection, induction, and continuing development of diverse adults.

Doctoral Standards

Standard 5: An organizational leader acts with integrity, fairness, and in an ethical manner.

Standard 7: An organizational leader leads complex private and public systems that reflect diversity in an evolving global society

Standard 8: An organizational leader develops and maintains humane and inclusive organizations that address the root causes of social and structured inequalities.

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. The perception of inclusion and exclusion is affected by people’s ability to identify themselves as part of a diverse group or to share diversity characteristics. (Class Experience)
2. Characteristics of a diverse organization include employee perception, level of commitment or buy-in to diversity, fairness, and attitudes of respect. (Class Experience)
3. Commitment to organizational diversity and inclusion strategy implementation is most effective in a top-down hierarchical approach (Anderson and Billings-Harris, 2010).

In this course, candidates studied various national and regional economies in the context of their macro-environments and analyzed their respective impact on the mega global environment as well as the reciprocal impact of global economics upon individual nation states. Specific focus was given to global economic issues such as unemployment, inflation, interest rates, and exchange rates and their impact on capital markets, foreign exchange markets, and labor markets. In addition, the international financial environment in which contemporary international businesses operate and in which financial service providers compete was assessed.

Doctoral Standards

Standard 1. An organizational leader facilitates the development, articulation, implementation, and stewardship of a vision that is shared and supported by stakeholders in the organization.

Standard 2. An organizational leader advocate nurtures and sustains a culture consistent with the mission of the organization and conducive to professional growth.

Standard 3. An organizational leader manages the multiple dimensions of an organization including the role of public and private institutions in creating a global society.

Standard 4. An organizational leader actively seeks to build the capacity of the organization in order to solve local, national, and global problems through education, training mobilization of human and community resources, and collaboration with external organizations.

Standard 5. An organizational leader acts with integrity, fairness, and in an ethical manner.

Standard 6. An organizational leader seeks to understand, respond to, and influence the larger political, social, economic, legal, and cultural context through the analysis and evaluation of policy standards.

Standard 7. An organizational leader leads complex private and public systems that reflect diversity in an evolving global society.

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. Understanding the foreign exchange market and incorporating the knowledge as apart of an organization’s business planning is a strategic tool in fighting for shares and profits in the worldwide market. (Walmart in China, Balance of Payment Paper)
2. Leadership styles depend on the purpose of the leader, the followers and the environment. (Class Experience)
3. Economically constructed leadership -“Leaders have followers and following is voluntary activity” (Hermalin, 1997, p.32).

Doctoral Standards

Standard 4. An organizational leader actively seeks to build the capacity of the organization in order to solve local, national, and global problems through education, training mobilization of human and community resources, and collaboration with external organizations.

Standard 6. An organizational leader seeks to understand, respond to, and influence the larger political, social, economic, legal, and cultural context through the analysis and evaluation of policy standards.

Standard 7. An organizational leader leads complex private and public systems that reflect diversity in an evolving global society.

Standard 8: An Organizational leader develops and maintains humane and inclusive organizations that address the root causes of social and structural inequalities.

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. Leaders should be culturally aware (Learning Leader Reflection)
2. Leading with Inspiration, stories are the language of leadership (Cashman)
3. Strong effective leaders are continuous learners (Class Experience).

This course was designed to introduce students to the historical and philosophical foundations of qualitative research methodology, as well as to the paradigms and principles of qualitative research design. It prepared doctoral students in the skills, techniques, and knowledge necessary to undertake independent research using phenomenological, grounded theory, case study, and ethnographic approaches. Candidates become familiar with the ethics of research and the protocols for dealing with human subjects.

Doctoral Standards

Standard 1: An organizational leader facilitates the development, articulation, implementation, and stewardship of a vision that is shared and supported by stakeholders in the organization.

Standard 2: An organizational leader advocates, nurtures, and sustains a culture consistent with the mission of the organization and conducive to professional growth.

Standard 3: An organizational leader manages the multiple dimensions of an organization including the role of public and private institutions in creating a global society.

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. Organizational sustainability depends on leaders to create a positive organizational culture between generations to accommodate differences and similarities. i.e Baby Boomers & Generation Z, (Group Activity on Phenomenological Study of Generational Response to Organizational Change)
2. Ensuring that research does not cause harm to participants especially vulnerable populations including minors, prisoners, parolees, developmentally disabled and those who lack language fluency. (IRB Approval)
3. Qualitative data collection and analysis is being transformed by technological growth such as internet access and computer-assisted data analysis tools (Class Experience)

In this course, candidates studied various organizations in the context of their environments, in order to understand the internal and external processes that promote and inhibit organizational change. The focus was the essential role that organizational leaders play in identifying these processes, guiding their development, and filtering and disseminating challenges, and information to the organization. Special attention was given to the development of the resources of the organization, especially human resources. The use of contemporary resources was reinforced by extensive individual research investigations and interactions with library reference personnel throughout the course.

Doctoral Standards

Standard 1: An organizational leader facilitates the development, articulation, implementation, and stewardship of a vision that is shared and supported by stakeholders in the organization.

Standard 2: An organizational leader advocates, nurtures, and sustains a culture consistent with the mission of the organization and conducive to professional growth.

Standard 3: An organizational leader manages the multiple dimensions of an organization including the role of public and private institutions in creating a global society.

Course Textbooks

Course Assignments

Leadership and Policy Takeaways

1. Leaders core values and beliefs influence organizational culture which affects organizational productivity, performance, product quality, safety, customer service, and commitment of the employee.
2. Leaders have to serve as role models to others in their organizations, as organizational ethics are only as strong as the ethics of its leaders and the leader’s willingness to promote ethical conduct and personal responsibility.
3. Business operations can be affected if organizational culture and human resources policies do not coincide.
4. As a leader, if you are unable to define your business values and expected behavior, expect your employees to have the same difficulties.