ITAI: Introduction to Academic Integrity

The Introduction to Academic Integrity course illustrates academic integrity and plagiarism in real-life scenarios. A clear sense of academic honesty and responsibility is fundamental to good scholarship, and the integrity of university academic work and the degrees conferred by the university is dependent upon the honesty and soundness of the teacher-student learning relationship and of the evaluation process. Therefore, all students must understand the meaning and consequences of cheating, plagiarism, and other academic offences. The Introduction to Academic Integrity course serves as a helpful, interactive companion to the academic integrity policy and procedures outlined in the Student Policies & Procedures, which contains the policies and procedures that guide academic life at Royal Roads and support our mission as a university.
Course Credits: 0.0

GBLD511: Strategic Analysis, Decision Making and Evaluation

Develops knowledge and key skills necessary for conducting strategic analysis, decision making, and evaluation in the context of a ‘learning organization’ that is engaged in planning for complex social change. With donors and communities expecting results, and social-purpose organizations often working with uncertain long-term funding, competent planning is critical. The course will address how to establish innovative goals and processes, and project an ethical and accurate image of the organization, yet manage expectations that align with limited resources. Participants will be introduced to the processes of performance monitoring and evaluation, enabling them to assess the impact of organizational decision making and operations, and to revise decision making accordingly. Pre-requisites: GBLD501 & GBLD505, or LEAD526, LEAD527 & LEAD528, or Program Head approval.
Course Credits: 3.0

LEAD516: Concepts and Theories of Leadership in Organizations

Provides an in-depth and meaningful examination of the complex and evolving conceptions of leadership in Organizations. Examines major leadership theories in current literature to critically reflect on and understand challenges that face today’s leaders. Critical reflection on leadership literature and students’ own conceptions and experience of leadership will ground students’ studies throughout the program.
Course Credits: 3.0

LEAD517: Self-Directed Studies

Enables students to design and implement a personal course of study relevant to their specific needs and interests. Students select the topic, draft a course of study agreement, come to an agreement with the faculty member on the course of study, and pursue the agreed-upon course of study. This course includes a learning component in which students work online with a team of self-directed learners, sharing knowledge and receiving and giving peer support and feedback.
Course Credits: 3.0

LEAD519: Action-oriented Research

Enables students to gain a deeper understanding about key elements of research relevant to pursuing an action-oriented thesis. Students seek out a variety of literature to identify, describe, explore, and analyze different approaches to research, and specifically, action-oriented research, through self-direction. Using critical thinking, students explore personal preferences for specific action-oriented approaches and how this might be applied to an engaged action-oriented thesis in LEAD690. Includes working online with a team of self-directed learners and a faculty advisor to share knowledge, and provide and receive peer support and feedback. Prerequisites: LEAD 526/527/528 or equivalent.
Course Credits: 3.0

LEAD526: Fundamentals of Personal Leadership and Learning

Examines the theory and practice of personal leadership including the pursuit of self understanding, self management of continuous learning, and professional responsibility and accountability. Develops students' abilities to incorporate action inquiry and continuous learning in the practice of leadership and the ability to model espoused principles and values. Provides opportunities to enhance personal strengths and address challenges. Fosters an appreciation of the interdependent and contextual nature of effective leadership. LEAD 526, LEAD 527, and LEAD 528 are corequisites.
Course Credits: 3.0

LEAD527: Communications and Leadership in Groups and Teams

Examines the theory and practice of leading productive teams and of facilitating groups. Fosters appreciation of students' abilities to communicate effectively in working relationships in support of productive collaboration. Develops students' expertise in promoting effective decision-making, optimizing the benefits of diversity, planning and implementing of team goals, and assessing of outcomes. Promotes awareness and application of ethical principles and concepts. Encourages a systemic perspective to ensure fluid communication with the immediate organizational environment and knowledge of influences of the environment on the team. LEAD 526, LEAD 527, and LEAD 528 are corequisites.
Course Credits: 3.0

LEAD528: Leadership in Systems

Develops an appreciation for organizations and communities as open and interconnected systems by focusing on the interdependencies of contexts, structures, and relationships on their limits and possibilities. Combines systems thinking theory and concepts with leadership experience in the cohort, as a learning community and in an organization, to develop practical knowledge and skill in creating learning and work environments that generate engagement, productivity, and continuous improvement. LEAD 526, LEAD 527, and LEAD 528 are corequisites.
Course Credits: 3.0

LEAD626: Leadership for Organizational Change

Examines a range of options in effectively leading change with multiple stakeholders, cultural complexity, and continuous change as sources of organizational unpredictability, diversity and difference. The course examines phases and strategies involved in complex organizational change, the leader’s possible roles in facilitating change, and the actions likely to be effective in such situations. Prerequisites: LEAD 526, LEAD 527, LEAD 528, and LEAD 516. Corequisites: LEAD 627 and LEAD 628.
Course Credits: 3.0

LEAD627: Applied Methods for Organizational Leadership

Examines research tools students need to be evidence-informed leaders within their own organizations and to conduct their Engaged Leadership Project (ELP) or Thesis. The course introduces methodology and methods for action-oriented leaders and includes experiential activities in which students gather and analyze data, including interviews, focus groups, surveys and other methods common to action-oriented inquiry. Prerequisites: LEAD 526, LEAD 527, LEAD 528, and LEAD 516. Corequisites: LEAD 626 and LEAD 628.
Course Credits: 3.0

LEAD628: Capstone Design

Advances students’ knowledge of action-oriented inquiry. Enables students to delve into the potential design and strategies that they will need to conduct their specific capstone, whether an Engaged Leadership Project (ELP) or Thesis. Both the ELP and thesis are based on an action-oriented change project with others. Supports students in becoming engaged action-oriented leaders within their organizations and communities. Prerequisites: LEAD 526, LEAD 527, LEAD 528, and LEAD 516. Corequisites: LEAD 626 and LEAD 627.
Course Credits: 3.0

LEAD640: Engaged Leadership Project

Requires students to conduct a project in the role of leader-as-inquirer to support positive change within an organization, community, network, or community of practice. The Engaged Leadership Project (ELP) enables a thorough understanding, application, and synthesis of the MA Leadership program competencies. The ELP fulfills two essential criteria in that it requires the student to: (a) meaningfully engage a group of people in a collective effort to create positive change; and (b) make a genuine leadership stretch for the ELP student. The final ELP project report and/or supplemental knowledge products demonstrate the student’s completion of the above tasks. Pre-requisites: LEAD 626, LEAD 627, LEAD 628.
Course Credits: 9.0

LEAD680: Reflective Leadership: Applying Learning to Practice

Integrates and celebrates outcomes from the capstone project and two years of MAL / MALH learning. Involves the design and implementation of a personal and collective course of study where students dialogue about completed capstone projects, review capstone project outcomes, complete a systems and intersectional analysis, develop a learning community, identify partnerships essential to coalitions and networks, commit to future actions, and celebrate learning. Crystallizes personal and professional leadership philosophy and practice, demonstrating that the landscape of leadership is a multidimensional confluence of values, principles, ethics, models, and actions. Prerequisites: LEAD640: Engaged Leadership Project (or with special permission from the Program Head if the student is near completion of 640 and has an approved and concrete Capstone Completion Plan to finish 640 while 680 is in progress)
Course Credits: 3.0

LEAD690: Thesis

Engages students in a systematic and scholarly study of a significant organizational challenge or opportunity, and through it, creates the possibility of positive organizational change. The Thesis option provides a leadership experience for the student that allows for development, demonstration and assessment of program competencies. The Thesis document presents a careful analysis of the findings, conclusions, recommendations, and implications of the change inquiry, and synthesizes, compares, and contrasts the relevant theoretical and empirical scholarship, and the professional practice literature. Pre-requisites: LEAD626, LEAD627, LEAD628, and LEAD519, plus Program Head approval based on academic standing.
Course Credits: 12.0