This textbook is a Fundamentals of Communication Textbook that includes intrapersonal communication, interpersonal communication, group communication, conflict management, and public speaking. 

This book is written for those interested in acquiring a thorough knowledge base relative to the intricacies of the organizational theories, customs, and insights significant to the management of health service organizations. It examines the foundational aspects of leadership and management as they relate to establishing and maintaining the principles and practices within healthcare organizations. The book opens with a discussion on the differences between health, healthcare, and health care while providing an overview of healthcare management and organizational trends. It culminates in discussions of leadership, management, motivation, organizational behavior, and management thinking. Additionally, it discusses topics of information technology, teamwork, health disparities, organizational culture, performance, and change.

This course will provide students with an analytic framework to understand the roles that gender, race, and class play in defining and determining access to leadership and power in the U.S., especially in the context of the workplace. We will explore women and men in leadership positions within the corporate, political and non-profit sectors, with attention to the roles of women of color and immigrant women within this context. We will also look at specific policies such as affirmative action, parental leave, child-care policy, and working-time policies and the role they play–or could play–in achieving parity. We will further investigate ways in which these policies address gender, racial, and class inequities, and think critically about mechanisms for change. The course will be highly interactive, and will combine texts, theater, videos and visual arts.

This review of leadership literature and materials was completed by the Spring 2017 Honors Leadership Development course at Central Lakes College in Brainerd, MN. The text contains a review of materials relevant to those studying the topic of leadership. It contains materials on traits and skills of leaders, ethical characteristics of leaders, leadership and emotional intelligence, effective communication, motivating groups, building cohesive groups, creating and utilizing effective goals, effective decision making, initiating change, empowering others, and historical approaches to leadership.

An old saying holds that “there are many more good ideas in the world than good ideas implemented.” This is a case based introduction to the fundamentals of effective implementation. Developed with the needs and interests of planners—but also with broad potential application—in mind, this course is a fast paced, case driven introduction to developing strategy for organizations and projects, managing operations, recruiting and developing talent, taking calculated risks, measuring results (performance), and leading adaptive change, for example where new mental models and habits are required but also challenging to promote. Our cases are set in the U.S. and the developing world and in multiple work sectors (urban redevelopment, transportation, workforce development, housing, etc.). We will draw on public, private, and nonprofit implementation concepts and experience.
This course is offered during the Independent Activities Period (IAP), which is a special 4-week term at MIT that runs from the first week of January until the end of the month.

Global Citizens in Action is a civic engagement curriculum that focuses on cultural exchange, media literacy, and global citizenship. Through exploring the driving question, “How do we, as youth, engage our communities to create positive social change?”

This 5-day curriculum teaches digital storytelling and media literacy skills through engaging youth to think critically on issues relevant to their life and future. This unit is guided by the question, "How does media contribute to positive social change?”

Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.

Students will read two secondary sources. The first is on Ida B. Wells and the second on Malala Yousafzai. Once they’ve read and analyzed these documents, they will create in collaborative groups a definition of “changemaker.” They will use that definition to identify and celebrate a changemaker in their world or in their community

An organization’s culture includes the assumptions, symbols, organizational beliefs, routines, and shared language that influence how people behave and make sense of their experiences within the organization. The culture of an organization is linked to all facets of the people, processes, and technology that make up a functioning organization. Training and development is an important tool and helps to define organizational culture. The organizational knowledge base serves as a foundational resource for the entire training strategy as it allows the organization to be adaptable, responsive, and in alignment with the core values and mission. Knowledge creation enables the organization to refine and develop new content as well as find better, more effective ways to do tasks. Knowledge sharing refers to the social interactions between key stakeholders that allow for the transactional and transformation exchange of organizational experiences, implicit and explicit knowledge, thoughts, and suggestions. Knowledge storage enhances organizational memory and promotes access to and use of information for decision making. Learning and finding appropriate ways to use knowledge within our organizational roles for different activities and problem-solving situations is one of the primary goals of training and development areas. How we choose to train and develop team members will be heavily influenced by the organizational culture. Consider the following example.

Intellectual Gems- Cross-fertilization of Experiences and Exposures is a valuable resource for individuals who embrace the idea of knowledge sharing through Open Educational Practices (OEP).The goal is to raise awareness about the limitless dissemination of experiences and exposures through the culture of open sharing. It encourages a mindset where learning takes precedence over financial considerations, fueled by passion and a vision for a more inclusive education system.

Students will start their Career and Technical Student Organization (CTSO) year with activities that apply important career readiness skills, including teamwork, communication, leadership, creativity, and utilization of technology.  They will also begin to understand the connection between what they are learning in the classroom and their future career path through one (or more) CTSOs.

Students will create a poster project in groups of 3-4 about an assigned historical leader. Students should show knowledge of who this person was (when/where they lived) and several of their leadership accomplishments. Students will present their knowledge to the rest of the class so that they too may learn about a different leader than the one they were assigned.

1st grade poster activity for leadership and presidential elections

The School Librarian Program at Granite State College is based on the foundational belief that school librarians are essential, integral and transformational leaders.  The program focuses on preparing school librarians as catalysts for school change and learning for the digital age.  In addition to developing the requisite skill sets and knowledge base needed to perform at top levels, there is a focus on the development of dispositions and attitudes such as initiative, creativity, self-direction, resilience, flexibility and intellectual curiosity which are crucial in assisting learning communities to engage in continuous improvement, innovation and reflective practice.  The program emphasizes the convergence of these dispositions,  skills, knowledge and understandings in order for candidates to achieve and succeed with a strategic plan for schools to ramp up and redesign school library media programs to provide the requisite, robust environment and intentional opportunities for meaningful student engagement with content, ideas, information and technology.This module is intended to be completed over the course of a 12-week semester and is designed to develop understanding about becoming a more effective school library leader within the evolving contexts of the digital age – especially related to the assessment of leadership dispositions and competencies needed to ramp up and redesign school library programs to provide the robust, flexible environments and intentional opportunities for meaningful student and teacher engagement with OER content, ideas, information and technology. The module addresses five areas of focus — preparation (2 weeks), planning (2 weeks), organizational strategy and change (3 weeks), transformational learning (3 weeks) and reflection/synthesis (2 week).

This five-day interactive and experiential workshop focuses on how leaders lead innovations that both promote social responsibility and produce business success. The workshop is organized around three main parts: observation, sense-making, and creating. During the observation phase, students spend a full day inside the Boston office of the design company IDEO and visit some of the most interesting proven innovators in corporate social responsibility such as Ben & Jerry’s, KLD, MBDC, Plug Power (fuel cell technology), PwC, Schlumberger, or core team members of the UN Global Compact. After returning from their company visits, students describe to one another what they saw and learned. In the final part of the Lab, students conceive and implement innovation projects that serve the needs of a local community. Each team presents its practical accomplishments on the final day of the Lab. Starting in 2004 this course will be renumbered as 15.975.

This course explores how we use story to articulate ethical norms. The syllabus consists of short fiction, novels, plays, feature films and some non-fiction. Major topics include leadership and authority, professionalism, the nature of ethical standards, social enterprise, and questions of gender, cultural and individual identity, and work / life balance. Materials vary from year to year, but past readings have included work by Robert Bolt, Michael Frayn, Timothy Mo, Wole Soyinka, H. D. Thoreau, and others; films have included Crouching Tiger, Hidden Dragon, Hotel Rwanda, The Descendants, Motorcycle Diaries, Three Kings, and others. Draws on various professions and national cultures, and is run as a series of moderated discussions, with students centrally engaged in the teaching process.

In this class you will be creating a leadership development tool for students like yourselves in the leadership program at Sloan. This tool might be a coaching guide for second-year pilots, a leadership workbook for MBA students to use during their summer employment, a leadership assessment for club presidents or a workshop on networking. You will be free to choose the tool that you want to develop, but by the end of the class there must be a product that can be used at Sloan. In addition, the tools must link in some way to the leadership model used at Sloan.

This collection of study guides presents thoughtful questions to accompany students’ viewing of popular feature films portraying characters’ struggles and triumphs.  The fourteen films are: When the Game Stands Tall, The Rookie, Temple Grandin, Hoosiers, Secretariat, Soul Surfer, Radio, Remember the Titans, Rudy, Dreamer, October Sky, The Pistol – Birth of a Legend, Miracle on Ice, and Iron Will.

Many of today’s global challenges require tech-driven solutions — climate change, the growth of the world population, cyber security, the increasing demand for scarce resources, digitalization, the transition from fossil fuels to renewable energy. With this in mind, it is no surprise that one fourth of the CEOs of the world’s 100 largest corporations have an engineering degree.

Solving these global problems requires leaders who, in the first place, are comfortable with technology, models and quantitative analyses — Leaders who see systems instead of isolated problems. However, simply understanding technology is not enough. Successful leaders today must have both the ideas and the know-how to put these ideas into action by working collaboratively with others, winning their hearts and minds.

We need leaders who know how to seize opportunities in a networked world, and can mobilize people and other stakeholders for large-scale change. Leaders who lead fulfilling lives and who are able to move themselves and others from the ‘me’ to the ‘we’. Leaders who are long-term oriented and who deliver economic profit, while also making positive contributions to society and the environment. We call these leaders ‘sustainable leaders’.