Course Schedule

The courses listed below are eight week courses, completed in the sequence listed in the table. Full course descriptions located below the course schedule. 



Fall 2020

MOL 620- Multidisciplinary Leadership

MOL 632- Organizational Change Management

Spring 2021

MOL 510- Human Resource Leadership Strategy

MOL 636- Ethical Leadership and Governance

Summer 2021

MOL 512- Talent Management, Rewards, and Relations

MOL 640- Strategic Thinking

Fall 2021

MOL 514- Employment Law, Economics, and Policy

MOL 624- Leadership as Personal Journey

Spring 2022

MOL 650- Decision Tools & Analysis 

MOL 644- Leading in a Global Environment

Summer 2022

MOL 628- Intercultural Leadership

MOL 690- Culminating Leadership Activity

Course Descriptions

MOL 510 Human Resource Leadership Strategy (required for this concentration)

The people of an organization are very often its strongest and best source of performance and competitive advantage. This course emphasizes the strategic importance of human resources in organizational action, with an overview of the objectives, requirements, economics, opportunities, and processes of creating the best workforce for long phases of an organization’s life. The course emphasizes the leader’s role in an organization’s HR management, and the strategic opportunities and challenges that HR management present to leaders. Course methods include on-site learning and studies using current data on organizational performance, and the student’s reflection on leadership development.

MOL 512 Talent Management, Rewards, and Relations        

Successful organizations and their leaders realize the importance of sustaining workers over the different phases of their careers, and this course aligns understanding of adult development with organizations’ ongoing needs for leaders and managers. This course fuses key concepts from organizational behavior and industrial organization psychology and applies them to leadership practice building strong relationships and engaged workers.  Students study a wide range of intrinsic and extrinsic rewards and motivation methods, their theoretical foundations, and how leaders can apply them in different organizational settings and to a diverse workforce.

MOL 514 Employment Law, Economics, and Policy

Workforce leadership is acutely affected by the macro economy, the local economy where organizations compete for workers, and the local labor market within that. HR is a heavily regulated field of work at all levels of government, and public policy concerning the obligations and rights of workers and employers is constantly changing. Students in this course study the major economic, legal, and policy issues affecting HR management, learning from specialists in the labor markets and from appointed and elected officials.

MOL 516 International Human Resources Leadership

Every element of HR management becomes more complex across international borders. Advances in technology and changing demographics in our workforce make talent readily accessible across boundaries. With global markets for products, services, and workers, organizational leaders need to know how to adapt to international HR realities. The ability to recognize and adapt to differences in work culture and expectations, human resource and workers’ rights issues, immigration policies, and social norms affect both the expatriate’s experience, and also the ability to welcome global workers into an organization. To develop effective global HR management practices for leaders to use, this course combines best practices and learning from management techniques of international businesses and NGOs

MOL 520 Communications Leadership Strategy (required for this concentration)

The art of effective and persuasive speaking and writing with both internal and external stakeholders is an essential tool for organizational leaders. The course emphasizes the leader’s work in communications management meeting those strategic opportunities and challenges. This course examines the strategic importance of communication in organizational action, with an overview of the objectives, requirements, economics, opportunities, and processes for communications across different phases of an organization’s work. The course features development of messaging and media strategies and an overview of current digital communications technologies and their applications.

MOL 522 Public Relations     

Leaders are frequently called on to articulate and explain organizational positions, and should be prepared to take advantage of opportunities and respond to crises. Through strategic messaging leaders, convey vision and objectives. This course explores public relations from a critical perspective with emphasis on communication theory and research into public relations practices used by organizational leaders. Topics include the origins and development of public relations, its role in society, principles of public relations theory and practice, and the ethical issues raised by various philosophies and practices of public relations.

MOL 524 Internal Communications

Organization leaders routinely must convey important information to internal audiences of coworkers, executives, and governance officials. These audiences require distinct communications methods and techniques. This course explores the various roles of internal communication in times of organizational stability and change. Students will use research to inform effective internal communication strategies and develop successful plans. The course focuses on development of internal communications strategies and methods, message development methods and techniques to implement those strategies, and a culture of interpersonal transparency and clarity in communications.

MOL 526 Digital Media

Leadership communications requires keen awareness of digital media methods and potential impacts. Web, electronic communications, digital storytelling, and documentary research are all tools that leaders can use to influence internal and external stakeholders. This course addresses the techniques, economics, regulations, and limits of digital media using case studies and reviews of contemporary leadership communication issues.

MOL 620 Multidisciplinary Leadership        

Leadership studies are influenced by underlying disciplines of psychology, sociology, history, strategy, philosophy, military studies, and religion studies. This course prepares leaders by offering them a broad conceptual base for understanding leadership behaviors and effectiveness, contextualized in Muhlenberg’s interdisciplinary liberal arts teaching mission. The course features presentations by faculty from across Muhlenberg’s disciplines, using case studies, relevant literature, and critical writing and analysis to explore servant leadership, visionary leadership, and transformational leadership processes.

MOL 624 Leadership as Personal Journey    

Organizational leadership training necessarily requires the leader’s personal development and growth in personal capacity. This course supports students of leadership by emphasizing their individual growth and change through reading of theories on change management and research, self-reflective study and analysis, and interpersonal learning with other leaders-in-training. Students will assess their own leadership strengths and weaknesses and create a plan for their personal development in critical areas, including emotional intelligence, empathy, and vision.

MOL 628 Intercultural Leadership   

A diverse population of organization colleagues will have varying views and experience of leadership’s role and practice.  Leaders need to inspire and manage diverse teams of individuals with different identities and background. This multifaceted course provides a framework for examining the effects of culture on the leadership process, including consideration of personal identity and ethical issues relating to culture in leadership situations. Students in this course analyze the opportunities that diversity brings to the workplace and related issues of ethnocentrism and prejudice, and prepare to succeed in diverse settings using reflection, simulations, and community practice.

MOL 632 Organizational Change Management        

Organizations are in constant flux, and leaders need to prepare for change in the organization in response to market, political, economic, social, and other forces, both internal and external. Students use a systems view to examine what drives people to change, how change methods affect people and desired outcomes, misconceptions about change methods, financial impact of change methods, and common elements across methods. Students consider theories for creating sustainable change efforts and issues associated with the diffusion of innovation. The course prepares leaders for organizational change efforts with simulations, case studies, and examination of the underlying psychological, sociological, and economic characteristics of organizational change.

MOL 636 Ethical Leadership and Governance          

Organizational leaders work in complex societal roles, with internal and external accountability for ethical behavior. Most leadership decision-making has legal and ethical consequences, and executive leadership requires understanding of organizational governance theory and practice. This multifaceted course presents a broad set of ethical viewpoints to address governance and the ethical and social responsibilities of contemporary organizations. It examines decision-making where legal, reputational, and ethical consequences are especially pronounced. Studying ethical leadership considers leaders’ conduct and leaders’ character using case studies, simulations, and critical writing and analysis.

MOL 640 Strategic Thinking

Organizational leadership involves setting and implementing organization-level strategies to accomplish goals and build capacity in dynamic environments. Students focus on the leaders’ role in creating a compelling vision of the future for themselves, their team and the organization. Students will analyze competitive market and larger social, economic, legal, and technology trends, using systematic tools for scenario planning to prepare for strategic choice of markets or sectors. Students study strategic management through the long-term planning cycle of the organization. Teaching methods include case studies, market analysis, and critical analysis of scenarios and forecast methods.

MOL 644 Leading in a Global Environment  

In an increasingly globalized world, organization leaders must be prepared at any time for changes from around the world affecting organizational outcomes and the requirements that leaders must meet. Global leaders need global awareness, with sufficient cultural knowledge to adapt global strategies to local contexts. This course builds expertise in understanding international trade, security, transportation, human resource, and cultural issues, along with tactics and methods that leaders can use to manage these issues in their organizations. Teaching methods include case studies, close analysis of particular national and cultural settings, and studies of leadership in different global settings.

MOL 648 Managerial Finance

Organizational leaders need awareness of financial demands on their organizations, the flows of revenue and expense, evaluating anticipated project cash flows, raising capital from equity, debt, and (for nonprofits) donations, and the risks and opportunities emerging from financial dealings. This course presents an overview of financial management using budgeting and forecasting as the financial expression of the leaders’ business plan. Students learn techniques of asset and debt management and enterprise-level financial measures of liquidity, leverage, profitability, and economic performance. Students are expected to have a basic grounding in accounting.

MOL 650 Decision Tools and Analysis (0.5 units, paired with Project Management)

Leadership decisions allocating scarce resources and choosing among competing alternatives. This course studies decision-making as an individual, social, and organizational process, emphasizing both cognitive processes and the use of techniques to facilitate optimal decisions, emphasizing ANOVA, regression, linear programming, and decision trees. Students will be exposed to statistical tools, their possibilities and limits.

MOL 652 Project Management (0.5 units, paired with Decision Tools and Analysis)

This course provides an in-depth introduction of project management principles and theory. It blends praxis and theory, applying the learned principles and theories to cases studies, simulations and an actual project. This course deals with the fundamentals of project management, including project definition, project selection, project planning, estimating, scheduling, resource allocation, stakeholder management, risk management, and project control. At the completion of this course, the student will be capable of managing and participating in intricate and challenging projects [adapted from BUS 385 Project Management Theory and Practice].

MOL 654 Negotiation and Conflict Resolution (0.5 units, paired with Team Building and Collaboration)

Interpersonal challenge, conflict, and negotiation are routine occurrences in the lives of organizational leaders. Leaders must engage with customers, colleagues, teammates, and leaders in their own organizations and others. Students will examine distributive and interest-based negotiation practices, enabling them to develop their own positions and craft agreements that are effective and constructive for all parties. The course uses role-play, simulations of negotiating situations, and practice-based experiential learning methods.

MOL 656 Team Building and Collaboration (0.5 units, paired with Negotiation and Conflict Resolution)

Regular and occasional teams are a feature of organizational and community life, and a setting for leaders to gain friends, allies, and followers. The course takes advantage of the research into team cohesion and team effectiveness, integrating soft touch and technology-facilitated team development processes. Teamwork is a regular feature of courses in the Master’s in Organizational Leadership program.

MOL 690 Culminating Leadership Activity

The ”CLA” serves as a culminating activity for each individual graduating leader. A variety of projects and outcomes may be suitable, including a thesis, or achievement and documentation of a significant leadership accomplishment, such as an action research project, a significant service, or creation of a notably complex and rigorous program of guidance and training of colleagues and fellow students.