Master of Science in Organizational Effectiveness and Leadership

Master of Science in Organizational Effectiveness and Leadership

Master of Science in Organizational Effectiveness and Leadership

Flexible Online Graduate Degree Program

Are you pursuing a management position within your organization? Would you like to sharpen your leadership skills and master the ability to affect change in your workplace?

Charter Oak’s Master of Science in Organizational Effectiveness and Leadership will allow students seeking an advanced degree to assess their own personal leadership style, to critically examine organizational challenges and analyze various aspects of organizational interactions at all levels (individual, group and organizational) to gain the professional competencies to effectively lead others.

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This online program draws upon student’s current knowledge and “real world” experience while exploring in-depth the theoretical knowledge, methods and concepts that focus on organizational effectiveness and individual leadership competencies.

Our Master of Science in Organizational Effectiveness and Leadership degree program is 11 total courses (33 credits): 8 Core Courses (24 credits) + 3 Concentration Courses (9 credits).

Learning Community · You'll take this course in your first semester. Not replaceable with transfer credit.

This course focuses on establishing collaborative learning environments within an organization, including those in a global community. This course presents an analysis of the various leadership styles, focuses on theoretical constructs for a learning organization, and explores issues such as diversity and moral and ethical dilemmas in leadership at the various organizational levels (individual, group, and organizational). This course provides students in a leadership role (or considering pursuing a leadership role) an opportunity to analyze, reflect on, and apply organizational principles, and other behaviors necessary to develop a learning organization.

Students who successfully complete this course will be able to:

  1. Apply various learning community theories and models to organizational dilemmas
  2. Assess the influences of diversity on a learning community from interpersonal, group, and organizational behavior perspectives in making organizational decisions
  3. Evaluate various leadership types and analyze the influences of the leadership styles on the organization at the various levels (individual, group and organizational)
  4. Formulate a learning community based on the various theoretical characteristics
  5. Assess the various pros and cons related to formulating a learning community
3 credits
Personal Leadership

This course starts with the premise that everyone is capable of being a leader. Students will examine their own leadership style through the use of leadership assessment tools and literature reviews which will include a number of alternative perspectives of leadership, including contemporary styles. Based on their analysis of these styles and information from the assessments, as well as from applying them and using action learning methods, students will develop their own personal model of leadership.

Students who successfully complete this course will be able to:

  1. Evaluate various types of leadership competencies necessary to effectively lead an organization
  2. Apply the concepts of leadership, including leading with vision, inspiring and motivating others, and ethics working in a diverse workforce using case studies/real-world problems
  3. Compare and contrast leadership styles and how they may apply to different organizational scenarios
  4. Identify one’s own strengths and the potential challenges that one may face as a leader
  5. Compare and contrast various motivational theories as they relate to leading an organization
  6. Apply data from organizational assessments and individual personality type assessments to develop an organizational leadership plan
3 credits
Organizational Development Landscapes

This course is designed to allow students to gain insights into the history and development of the principles of organizational structure and design. Students will explore the complexities associated with achieving a high performing organization. Consider the influence of such factors as organizational goals, life cycle, culture and environment on organizational design and decision making. This course will place emphasis on the roles of key business disciplines in achieving the organization’s mission.

Students who successfully complete this course will be able to:

  1. Explain the differences between organizational structure and design
  2. Assess the influences of globalization and culture on the 21st Century organization
  3. Examine the complexities associated with achieving a high performance organization
  4. Explain different leadership styles, including their own, impacts the performance of an organization
  5. Demonstrate how the roles of key business disciplines assist in the achievement of an organization’s mission and goals and identify the points of intersection
  6. Explain the nature of the open systems approach
  7. Analyze the stages of an organization’s growth
3 credits
Group Process and Team Dynamics

This course will expose students to the social and psychological effects of group and team dynamics on an organization’s ability to stay competitive in a global environment. Students will have an opportunity to explore various concepts associated with the formation of groups (inter-and intra-group relations) and methods for measuring and improving group effectiveness. Emphasis will be placed on theory and practice related to the various types of leadership teams, team cohesiveness, group communication, conflict resolution and other concepts related to group processes and team dynamics.

Students who successfully complete this course will be able to:

  1. Evaluate the social and psychological effects of group and team dynamics on an organization performance
  2. Examine the various aspects of group formation (inter-and intra-group relations) and methods for measuring and improving group effectiveness
  3. Apply theory and practice as an approach for developing an effective team
  4. Apply various group models to specific group conditions/situations
  5. Examine the communication challenges leading virtual teams compared to a traditional on-site team
  6. Analyze various leadership types and its influences on the effectiveness of the team
  7. Develop a personal philosophy of working with individuals in a group that respects human diversity.
3 credits
Intercultural/Global Perspectives

The primary focus of this course is on the importance of culture in organizations and its effects on the organization’s performance. Students will explore topics of diversity as a challenge and an opportunity at the individual, group, and organizational levels. Students will also examine the demographic trends as a result of globalization, including virtual work teams, and the effects of emerging digital technology and its influences on global relations.

Students who successfully complete this course will be able to:

  1. Critically examine the demographic and generational changes in the workforce over the last 20 years
  2. Examine the concepts and theories related to dimensions of diversity, inclusive approaches and cross cultural models
  3. Examine the challenges associated with issues of diversity and inclusion for a global workforce
  4. Analyze and apply various cultural theories as it relates to leading a diverse workforce
  5. Assess the influences of personal leadership styles (behaviors and beliefs) to accomplish the organization’s strategic initiatives
  6. Develop workplace policies based on an understanding of ethics as it relates to an international/intercultural environment
  7. Develop a diversity strategy that will identify, attract and retain the best human resource talent
3 credits
Developing and Leading Others

This course focuses on various leadership styles and its influence on an organization. The course will further examine theory and practice of leadership models and concepts; and build on coaching, mentoring, motivational, and empowerment models required to develop effective leadership skills.

Students who successfully complete this course will be able to:

  1. Analyze individual personality and behavioral styles to determine how leaders respond and motivate others
  2. Explain theory and practice associated with various types of coaching models to support organizational change
  3. Apply theories, concepts and models presented in this course as an approach to develop effective leadership teams
  4. Create a project that presents a leadership team structure that establishes roles and responsibilities, information sharing, supportive (transparency, defining and enforcing healthy norms, establishes rules for engagement, build trust, accountability, etc.), encourages coaching, etc.
3 credits
Applied Research Project · Not replaceable with transfer credit.

This course provides research techniques and language for both qualitative and quantitative research methods. This course will include how to develop research questions and hypotheses, how to conduct library/literature searches, research limitations and other research design considerations. The Applied Research Project is a part of the Capstone Seminar course. The research project should be a work-based project focused on a research problem. (prerequisite statistics)

Students who successfully complete this course will be able to:

  1. Explain the various frameworks related to designing a research proposal (quantitative, qualitative, and mixed methods approaches)
  2. Discuss ethical issues associated with a research problem, questions, data collection, analysis and interpretation of the data
  3. Develop a research strategy for writing the research proposal
  4. Formulate research hypotheses and research questions (for a qualitative or quantitative study)
  5. Create a work-based project
3 credits
Capstone Seminar · Earn a "B" or higher to pass this course. Not replaceable with transfer credit.

The Capstone Seminar provides an opportunity for students to complete their research projects and present and receive feedback on their research projects. The projects will be evaluated by peers and faculty. It also provides students an opportunity to reflect upon and integrate their course learning with their life and work experiences and to relate their learning to effectiveness within their organizational work environments.

3 credits

Three of the degree program's courses (9 credits) are in a concentration of your choice — Business or Nonprofit.

Business Concentration Courses

Business and Economics of an Organization

This course will introduce students to financial strategies required for non-financial managers working in a global economic environment. The course will present a high level overview of various accounting/financial processes and other resources necessary for decision making and organizational strategic planning purposes.

Students who successfully complete this course will be able to:

  1. Demonstrate a basic understanding of accounting and financial management processes
  2. Demonstrate the ability to develop and analyze organizational budgets for forecasting purposes
  3. Explain global economic threats and the challenges it presents for organizations
  4. Apply the financial strategies required for organizational decision making to a business dilemma
  5. Demonstrate ability to conduct research, analyze financial statements, and other organizational information to develop organizational strategic planning processes
  6. Demonstrate an understanding of organizational marketing concepts and how they relate to an effective organization
3 credits
Effective Communication

This course will provide students with the skills, and the research and theory behind those skills, to communicate effectively with people located in the same geographic region and located anywhere across the world. Students will have an opportunity to evaluate and apply numerous communications options to develop an authentic, powerful, leadership voice using interpersonal, technology-mediated, and intercultural communications competencies and techniques. Students will develop both a personal and an organizational model of effective communication.

Students who successfully complete this course will be able to:

  1. Evaluate various theories and communication modules/methods that focus on interpersonal interactions and the challenges of interpersonal conflicts -- within groups, cultures, and workplace
  2. Analyze and apply various communication models/theories used in dyadic, small group, formal and informal communications, including the theories of symbolic organization (humanistic and social scientific approaches), discourse and interaction, and relational communicating in small groups and from an organizational perspective
  3. Assess organizational communication strategies/processes considering various communication modes/methods, including strategies in international organizations
  4. Research and analyze key contemporary digital communication avenues that are currently being used by corporations—strengths, weaknesses, and applications
  5. Create scenarios applying the most appropriate message structure, delivery structure, and argument support for the avenue
  6. Develop a personal and an organizational communication model based on the information gained in the course
3 credits
Leading Organizational Change

This course will provide a conceptual frame of organizational change theories, concepts and models. Students will have an opportunity to practice implementing organizational change processes; and to examine critical leadership competencies necessary to lead a strategic change initiative. This course will also allow students to gain a broad understanding of issues associated with implementing a change process at the individual, group, and organizational levels. Students will critically examine different types of change – incremental, transitional, transformative, and strategic – and the various implementations in performing systems change.

Students who successfully complete this course will be able to:

  1. Describe various theories, concepts and models associated with organizational change processes to apply to and organizational dilemma
  2. Assess the pros and cons of the various organizational change theories, concepts and models
  3. Evaluate the importance of organizational change and illustrate the role that learning plays in an organization change process
  4. Explain the roles and relationships of information technology in organizational design, decision-making, and culture as a part of the change
  5. Design an organizational change strategy and assess the effectiveness of the process from a leadership perspective
  6. Evaluate the critical role of leadership in guiding organizational change
3 credits

Nonprofit Concentration Courses

Nonprofit Management

This course is designed to allow students to gain competencies necessary to manage a nonprofit organization. This course focuses on current issues, theoretical perspectives, federal and state regulations and reporting requirements, policies, and methods in the development and management of a nonprofit organization. The course places additional emphasis on strategic planning, marketing, identifying financial resources (grants, fundraising, etc.), management of finances (making operational and capital budgeting decisions) and human resources--that include volunteers, information technology, and the skills necessary for effective organizational leadership.

Students who successfully complete this course will be able to:

  1. Explain how nonprofit management differs from both public and business sectors
  2. Demonstrate the ability to evaluate and critique budgets, financial statements, federal and state reporting requirements, audit reports, marketing plans, and strategic plans
  3. Articulate the ethical dimension of public service, especially as related to the duties and responsibilities of the director and the board
  4. Examine political, economic and ethical issues related to managing a nonprofit organization
  5. Formulate communication strategies to build a community and online presence for marketing and fundraising purposes
  6. Evaluation reports on the strategic and marketing plans of nonprofit organizations
  7. Demonstrate use of metrics in performance and program evaluation
3 credits
Nonprofit Resource Development and Fund Raising

This course focuses on the history, theories, skills, and practices of fundraising, including how fundraising emanates from the organizations’ strategic plan; how marketing has an impact on fundraising; the components of a successful fundraising campaign; fundraising ethics and legal issues; and the basic techniques of fundraising such as annual giving, grant writing, special events, and capital campaigns.

Students who successfully complete this course will be able to:

  1. Explain the history of philanthropy and the philosophy of giving
  2. Demonstrate a basic understanding of accounting and financial management processes
  3. Analyze the nature and dynamics of financial resource development for nonprofit organizations
  4. Identify key ethical policies, procedures and best practices and their impact on financial resource development situations and decision-making in the nonprofit sector
  5. Identify and articulate diversified financial resource development planning strategies, tactics and politics into operational decision-making for nonprofit organizations
  6. Evaluate various theories and communication modules/methods that focus on interpersonal interactions and the challenges of interpersonal conflicts -- within groups, cultures, and workplace
  7. Apply various communication models/theories used in dyadic, small group, formal and informal communications in small groups and from an organizational perspective
  8. Explain the differences between leadership and management and the significant role leadership plays in financial resource development
  9. Describe what current issues exist that push the financial resource development boundaries in nonprofit organizations' missions
  10. Analyze and evaluate organizational values and vision/mission statements of nonprofit organizations and assess their impact on public policies as these relate to the common good
  11. Explain the impact of the changing demographics on giving and philanthropy
  12. Use fundraising, development, marketing and public relations, executive leadership, governance and public policy best practices and strategies to formulate, organize and design a strategic resource development plan for a nonprofit organization, including utilization of social media and professional networking sites.
3 credits
Roles of Nonprofit in Fostering Social Change

This course focuses on the impact of nonprofit organization in fostering social change and the roles of the director and board in bringing about social change. The course will challenge students to consider the shift from a program centric model to a mission centric approach that is focused on social impact, outcomes, and measures of success. Students will also gain an understanding of the roles and influences (positive and negative) of philanthropy on political advocacy and social change movements in the U.S.; the scope and diversity of the philanthropic sector; political advocacy approaches and social movements; and example of current philanthropic involvement in advocacy and social change efforts across the political spectrum, It will examine nonprofits organizations that have succeeded and those that have failed in implementing social change.

Students who successfully complete this course will be able to:

  1. Describe various theories, concepts and models associated with organizational change processes to apply to and organizational dilemma
  2. Evaluate the importance of organizational change and illustrate the role that learning plays in an organization change process
  3. Explain the effects of philanthropy on social movements and political change
  4. Compare the program centric model to the mission centric model, including advantages and disadvantages as it relates to fostering social change
  5. Formulate a solid assessment of a nonprofit’s capacity to engage in advocacy and social change
  6. Explain how to engage key constituencies, including staff, board and volunteers in bringing about change
  7. Explain the intersection of philanthropy with policy, business, law, and society
  8. Develop a strategic plan for a nonprofit that will foster social change, including outcomes assessment.
3 credits

Admissions Requirements

  • Bachelor's degree with a GPA of 3.0* or better from regionally accredited U.S. institution or international equivalent
  • Five years of relevant work experience
  • Writing ability to be assessed through the completion of two essays
  • Two letters of professional recommendation
  • No GREs or entrance exams required

Academic Requirements

The 'Learning Community' course must be taken in the student's first semester.

The 'Learning Community', 'Applied Research Project**' and 'Capstone Seminar' courses will not be accepted in transfer and can only be taken at Charter Oak.

A minimum 'C' grade is required for all courses except 'Capstone Seminar', where students are required to earn a minimum 'B' grade. All students should refer to the Academic Probation policy regarding 'C' grades in the graduate program.

* Your undergraduate record may not reflect your supervisory or managerial abilities. Competence demonstrated by work experience will be considered.

** Prerequisite: Statistics

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A Flexible Online Program that's Also Affordable

Charter Oak State College's graduate program is more affordable than many other colleges.See our Tuition and Fees.

Save Time & Money with Transfer Credit and/or Prior Learning Assessment

Applicants may transfer in up to 6 graduate-level credits from other regionally accredited institutions if the credits are equivalent to the content offered in one of the required courses of the program. Transfer credits must be no more than 10 years old and the student must have earned a “B” or better.

Students may also be able to earn credit through an assessment of their prior learning and evaluation of credentials earned.

We are pleased to announce that our application for Title IV funding at the Master’s Level has been approved by the U.S. Department of Education. We will begin awarding Unsubsidized Direct Student Loans to Graduate students who have completed the Free Application for Federal Student Aid (FAFSA) beginning with the Fall 2016-2017 award year.

Request more information about our Master of Science in Organizational Effectiveness and Leadership degree program.

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Learn Skills You Can Put to Work

Graduates of the Master of Science in Organizational Effectiveness and Leadership will learn to:

  • Design, initiate, and manage organizational change
  • Apply analytic, problem-solving, communication, computer, team-work and decision-making skills to actual and simulated situations
  • Demonstrate the impact of individual behavior and group dynamics on organizational processes and structures
  • Work with and develop in-person and virtual teams
  • Conduct applied research and write reports based on the research

See all the program learning outcomes for our Master of Science in Organizational Effectiveness and Leadership.

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