Leadership Competencies

Reflecting back on my academic journey, and across the many courses I have engaged

in through the M.A. in Organizational Leadership at Gonzaga University, I find

myself walking away with a much deeper understanding and appreciation for the

power of collaboration, team diversity, conflict resolution, and cultural change

for my effective use in organizations.

Through the additional 12-credit Servant-leader (S-L) Curriculum Concentration,

I have realized, affirmed, developed and expressed my natural feelings to

serve first. Thriving in tune with my team, I advanced a keen awareness for

the most germane characteristics within the S-L philosophy, which have yielded me

surprising organizational results and recognition as a leader. 

Below are excerpts unfolding the key competencies that emerged from each of the

courses I participated in while going through Gonzaga University’s MA in Org-L program:

ORGL 500: Organizational Leadership (Dr. Josh Armstrong)

This course presented a review of the literature exploring dysfunctional leaders and the impact that leadership can have on organizations. Some of the dark sides of leadership as it relates to toxic leadership and abusive supervisors; their characteristics and effects on organizations. Research offering insight and corrective actions for organizations confronting toxic leaders and abusive supervisors. The class engaged me in the following questions: What Don’t I Want as a Leader? What Is Required of Me to Be a Leader? And How Will I Lead? 

ORGL 501: Methods of Organizational Leadership (Dr. Lazarina Topuzova)

The course introduces us to different research methods that can be applied to an organizational setting, including qualitative and quantitative approaches in social science research through the lens of leadership theory. We also learned how to develop research questions, become familiar with different ways to gather, manage, and analyze data, and present findings and implications to organizations.

ORGL 502: Leadership and Imagination

(Dr. Kristine Hoover;  Dr. John Horsman; Dr. Adrian Popa;  Dr. Lazarina Topuzova; Dr. Frankie White)

Leadership and Imagination is an on campus group course on creativity and imagination. We examined how imagination can be cultivated and actualized in organizations. My writings included a short story exemplifying the origins of my creativity in the passage of youth; as well as a poem depicting the challenge, tribulations, triumphs and resiliency that comes about from applied leadership. The on campus experience and shared writings brought into center leadership authenticity and qualities of leadership vulnerability.

ORGL 503: Organizational Ethics (Dr. Kristine Hoover)

Leadership ethics helped to cultivate proactive aspects of ethics as actions, beyond the conventional notion of “do no harm.” As we analyzed our organizations I was able to see glaring conflicts with ethics in our everyday workplace among and between leadership and employees. Worldviews took center stage as we constructed a case study example contrasting differing belief systems of Freud and C.S. Lewis which lead to considerations on how my personal worldviews impact personal responses to ethical situations.  I was able to define my personal worldview, balance such virtues with organizational core values, and create group buy-in with shared values and credibility.

ORGL 504: Organizational Communication (Dr. David Givens)

Organizational Communication formed a core competency around the skill of communication research. The major mark of the course was the completion of a communication audit, which offered an in-depth organizational study based upon survey, interview, observational, and/or ethnographic research methods including both qualitative and quantitative methods. The audit consisted of an analysis of the internal and external organizational communications and image. 

ORGL 505: Organizational Theory (Dr. Aditya Simha)

Organizational Theory exposed me to the use of frames to analyze organizational leadership and group behavior. We explored organizations through the lens of metaphors. Organizational theory was applied through a collaborative group project designed to enact a “real-life” intervention.

ORGL 506: Leadership and Diversity (Dr. Cheryl Coan)

Leadership and Diversity helped me to widen my awareness concerning gender, the media and organizational social roles. Within this course we advanced our competence to communicate respectfully, empathetically, and educate others on diversity. Through course research and writings I cultivated some best practices for identifying, supporting and communicating diversity to foster organizational collaboration built on the concepts of mutuality.

ORGL 522: Leadership and Community, Empowerment, Collaboration and Dialogue

(Dr. Michael Carey, Dr. John Horsman)

The course was taught in a group setting designed to integrate us into daily routines and the monastic practices of humility. We gained knowledge of Benedictine thought and learned to recognize the role of ritual in the context of contemporary organizational leadership and communication. In the course I developed a calling for greater balance, to bring the mind-into-the-heart in all things. The aim of the course was to enhance team connectedness, support a positive heart-oriented listening presence that contributes towards healing (of self and others). 

ORGL 530: Servant Leadership (Larry Spears)

The Servant Leadership course was an introduction to the servant-leadership philosophy. We examined the perceptions and reactions to Servant Leadership through leadership interviews in the workplace. The interview I conducted consisted of explaining the overarching philosophy of servant-leadership and sharing the 10 characteristics of servant-leaders as described by Larry Spears. We studied the servant-leadership styles of the world’s most profound historic leadership figures. I also assessed my understanding and station as a servant-leader in training; and analyzed approaches that can help enrich both my personal growth as servant, as well as support the development of those I serve; and recognize the characteristics that can help to stimulate potential in others.

ORGL 535: Listen, Discern. Decide (Dr. John Horsman)

This course focused on the important aspect of develop a listening-first disposition, which is learning to listen and discern as a way of enhancing our capacity to make decisions as leaders. We practiced listening and awareness techniques integrated with the principles of discernment with a focus on interior, exterior, individual and group listening. We also observed important concepts of listening discerning in the decision-making process, such as respectfulness and stewardship at the organizational and macro-community level.

ORGL 537: Foresight and Strategy (Dr. John Horsman)

This class included a 3-day residency. Key concepts emerged promoting awareness and they helped me to understand how foresight and strategy are relevant for deep transformational change. Awareness, described as being here-and-now is what defines great listeners, a skill that is critical to capturing the benefits team member diversity, input and collaboration. We examined methods to identify foresight trends that can offer crumbs or dots on a time map leading towards enhanced decision making and effective change. Key Servant-leader dispositions are studied such as servant-first; communicator; compassionate collaborator; moral authority; foresight; and systems thinking.

ORGL 661: Reading in Human Behavior (Dr. John Horsman)

This individualized study course focused on my research findings of caring leadership verses controlling forms of supervision. This behavioral analysis of literature helped to bring about solutions for consideration that will help improve individual and team effectiveness through the lens of workplace empathy. By examining the negative effects of controlling leadership styles I prepare the case for empathy and methods for leaders to apply it in the workplace. Specifically, I define empathy; describe the biological workings of the brain that control emotions and the origin of empathy; outline the negative effects of controlling supervision in its absence; as well as uncover techniques that reveal how empathy works - through listening, mirroring, moral and emotional intelligence, the Heartmath Solution as well as non-violent communication - to benefit individuals and ultimately the organizations they serve.

ORGL 680: Leadership Seminar (Lindsay Bailey; Dr. Barbra Kingsley; Justin Marquis; Adrian Popa)

The Leadership Seminar is intended to illustrate the evidence of competencies I learned through the various courses taken in the M.A. in Organizational Leadership Program. Here I reflect on my original leadership philosophy upon entering the Organizational Leadership Program, the broadened scope that I gained through the teachings and the enhanced philosophy formed through the coursework. In this course I offer my final analysis, project, and deposit my major works in a leadership portfolio. My portfolio is designed to be a living and breathing time capsule for my leadership journey.