top of page

ORGL 500

Organizational Leadership

Guiding Questions:

  • What don't I want as a leader?

  • What do I want as a leader?

  • What is required of me to be a leader?

  • How will I lead? 

Leadership Practice: Engage in dialogue and collaboration to integrate many perspectives in an organization.

Quote: "The oppressed must not in seeking to regain their humanity become in turn oppressors of the oppressors, but rather restorers of humanity for both." (Friere, 2000).


  • Freire, P. Pedagogy of the oppressed. New York: Continuum, 2000.

  • Kouzes, J. M. & Posner, B. Z. (2008). The leadership challenge. San Francisco: John Wiley & Sons. 

  • Palmer, P. J. (2007). The courage to teach . San Francisco: Jossey-Bass. 

  • Wheatley, M. J. (2006). Leadership and the new science:Discovering order in a chaotic world, (3rd ed.). New York: Barrett-Koehler.

  • Yukl, G. A. (2009). Leadership in organizations, (7th ed.). Paramus: Prentice Hall.

ORGL 510

Imagination & Leadership

Guiding Questions: 

  • What is imagination?

  • How is imagination exhibited?

  • How can it be cultivated?

  • How can it be actualized in organizations?

Leadership Practice:

  • Open Mind: Suspend the voice of judgement.

  • Open Heart: Redirect the voice of cynicism.

  • Open Will: Let go of the voice of fear.

Quote: "There is more than one right answer." Dewitt Jones


  • YouTube. "Dewitt Jones: Finding The Right Answer." Online video clip. YouTube, 31 March 2010. Web. 29 April 2017.

ORGL 522

Leadership, Community, Empowerment, Collaboration & Dialogue

Guiding Questions:

  • What is the meaning and purpose of life and activity?

  • How is need for such meaning and purpose encountered in community?

  • How does the leader develop community to facilitate individual growth and collective flourishing?

Leadership Practice: While at the Abbey, I felt from the brothers, their genuineness - which ran much deeper than being authentic. I think authenticity is "here I am being real, take it or leave it" - it is essentially, myself as the center. Being genuine in interaction is, "Here you are, I see you, I hear you" - it is the other as the center.

Quote: “If we want to change the community, all we have to do is change the conversation. The shift in conversation is from one of problems, fear, and retribution to one of possibility, generosity, and restoration” (Block, 2009, p.31).


  • Block, P. (2009). Community: The structure of belonging. San Francisco: Berrett Koehler.

  • Casey, M. (2001). A guide to living in the truth: Saint Benedict's teaching on humility. Liguori, MO: Liguori/Triumph.

  • Palmer, Parker J. (2004). A hidden wholeness. The journey toward an undivided life. San Francisco, CA: Jossey-Bass.

ORGL 550-551

Team Building and Leadership

Guiding Questions:

  • Who will we be when we are together?

  • What are our shared values?

Leadership Practice: Storming, Forming, Norming, Performing, Transforming.

Quote: “Out beyond our ideas of rightdoing and wrongdoing there is a field. I'll meet you there.” Rumi.


  • Raynolds, et al. Leadership The Outward Bound Way. The Mountaineers Books: Washington, 2007. Print.

ORGL 610

Communication & Leadership Ethics

Guiding Questions:

  • Where do you feel a sense of integrity that comes from a sense of “being who you are”?

  • Where do you feel most divided, “so far removed from the truth we hold within that we cannot know the integrity that comes from being what we are”?

Leadership Practice: Hold tension, be an agent of non-violent transformation, stand in the gap and allowing your heart to break open to new possibilities. (Palmer, 2004). 

Quote: "Dialogic ethics is not about "getting my own way," but about meeting what is before us-like it or not". (Arnett, 2008, p. 91).


  • Arnett, R. C., Fritz, J. M. H., & Bell, L. M. (2008). Communication ethics literacy: Dialogue and difference. Sage Publications.

  • Christians, C. G. (2013). Ethical foundations and perspectives. In C. G. Christians, M. Fackler, K. B. Richardson, P. J. Kreshel, & R. H. Woods (Eds.), Media ethics Pearson new international edition: Cases and moral reasoning (pp. 1-22). Pearson Higher Ed.

  • Hinman, L. M. (2012). Understanding the diversity of moral beliefs. In Ethics: A pluralistic approach to moral theory 2 (pp.25-60). Boston, MA: Wadsworth Cengage Learning.

  • Johnson, C. E. (2011). Meeting the ethical challenges of leadership: Casting light or shadow. Thousand Oaks, CA: Sage Publications.

  • Palmer, P. (2004). A hidden wholeness: The journey toward an undivided life. San Francisco: CA: Jossey-Bass. Ch X The Third Way: Nonviolence in Everyday Life pp. 167-186 (19pp.).


ORGL 615

Organizational Theory & Behavior

Guiding Question:

  • Why bother to build a learning organization where you commit yourself to a lifelong attempt to understand and shift the ways you think and behave?

Leadership Practice: "A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves." Lao Tsu

Quote: “The core leadership strategy is simple: be a model.” (Senge, 2006).


  • Anderson, V. and Johnson, L. (1997). Systems Thinking Basics: From concepts to causal loops. Waltham, MA: Pegasus Communications Inc. 

  • Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. New York: Currency Books.


ORGL 681

Leadership & Storytelling

Guiding Questions:

  • Who am I?

  • Who are we?

  • What future will we create?

Leadership Practice: Start with why.

Quote: “When you are in the middle of a story it isn't a story at all, but only a confusion; a dark roaring, a blindness, a wreckage of shattered glass and splintered wood; like a house in a whirlwind, or else a boat crushed by the icebergs or swept over the rapids, and all aboard powerless to stop it. It's only afterwards that it becomes anything like a story at all. When you are telling it, to yourself or to someone else.” Margaret Atwood


Sinek, Simon. "How Great Leaders Inspire Action." TED. September, 2009. Lecture.


bottom of page