LE 601 Organizational Design, Governance and Function (3)
The course examines how people come together in organizations and how leadership and governance processes, structures, and cultures can influence their work together in these contexts. This course explores organization in churches, non-profits and general organizations with the goal of exploring how they can improve their effectiveness in areas such as design, function, governance, organizational culture, activities and relationships.
LE 603 Leadership and Management Foundations (3)
This course is an integrative study of the primary features and functions of best practices of leadership and management within organizations, communities and cultural settings. Students will design a philosophy and set of operational principles for best practices that would help move any ministry and/or organization from merely being “good” toward being “great.” (It is strongly recommended that this course be taken early in the program and not beyond the midpoint of the program.)
LE 605 Personal and Service Development (3)
The primary goals of this course are to help students discover, rediscover and/or reinvent themselves in a way that enables them to live and serve in their “sweet spot” and to enhance their development in stewarding their lives accordingly. This course is a guided review and reflection on personal career and/or service match with implications for personal and organizational development. The course also identifies continuous renewal strategies for persons in organizational and/or ministry settings. The course will attempt to provide maximum help toward enhanced emotional intelligence.
LE 641 Creative Problem and Polarity Management (3)
This course is designed to help students understand the perspectives, procedures, and processes needed for problem solving, polarity management and vision-setting. Emphasis is given to strategic and creative processes applied to a problem or polarity issue, but these processes are also readily adaptable to numerous leadership/management settings. Problem solving will be presented as one of three strategic planning approaches using a problem reengineering design.
LE 642 Time, Life, and Project Management (3)
This course is a study of principles of time management and various techniques, devices, tools, etc., that can be used to make time work for you rather than enslave you. Also included is a study of hindrances to time management. Students are guided through activities to help them develop a personalized system of time management.
LE 644 Learning and Assessment in Organizations (3)
This course is an introduction to the processes, tasks, and controls available for stewarding an organization’s finances and human and general resources.
LE 645 Human Resource Management (3)
This course reviews the functions of human resource management with a business, a non-profit, or an institution of higher learning. The course will begin with the construction of a framework from which a manager should view the human resources he or she has been entrusted with, and then proceeds to the hands-on skills necessary to perform tasks of a human resource manager.
LE 646 Institutional Development and Advancement (3)
This course is an examination of the purposes, processes, and procedures to produce reflective and energetic institutional development and renewal. The course examines and applies institutional development patterns, principles, and processes.
LE 700 Research for Leadership and Management (3)
Students will gain an in-depth understanding of the emerging science of scholarly research in the field of leadership and management and will learn the skills necessary for doing reflective research as a leader. This course will provide excellent preparation for students to write their research project and for a lifetime of using research to improve institutional function.
LE 701 Strategic Thinking, Learning, and Planning (3)
This course is an examination of the perspectives and processes necessary to establish and sustain momentum in an organization, utilizing best practices in doing strategic personal and organizational thinking, learning, planning and leading. The course will include strategic assessment, shaping, alignment and delivery of a missional vision and strategy that is designed with a keen sense of need and with careful consideration of both the internal and external environments.
LE 703 Coaching and Mentoring Strategies (3)
This course offers a careful study and demonstration of coaching and mentoring processes that are useful for influencing individuals and groups toward strategic and improved growth where there are deficiencies. Instruction, demonstrations and role play will be used to ensure that students perceive the benefits, strategies, processes, and skills of coaching in and beyond leadership and organizational relationships. The course will establish the sense that leadership at its best is a form of coaching. Some students will wish to build on this course potentially to enter the coaching field as a vocation.
LE 742 Change, Power and Conflict Management (3)
This course provides a careful and thoughtful examination of individual and organizational change, power and conflict dynamics and how to work toward positive outcomes, momentum, and commitment. The course emphasizes discovering, experiencing and applying processes that bring about the resolution, revitalization, renewal, and/or reconciliation needed to move toward a preferred future.
LE 744 Leadership and Team Development (3)
This course maps out biblical and practical approaches to developing leaders and teams in a wide range of organizations and service contexts. This course will examine, provide demonstrations and experiences in regard to the emotional intelligences, style differences, strategies, structures, functions, stages, processes, skills and tools helpful in forming and growing teams within organizational and/or ministry settings. The scope of teamwork will include both professional and lay settings and roles.
LE 745 Negotiation, Mediation and Arbitration (3)
This course is a careful and experientially focused study of the development of processes, strategies, and skills that move toward the de-escalation of differences, conflicts, and deeply rooted resentments through the use of best practices in negotiation, mediation, and arbitration.
LE 845 Governance and Board Development (3)
The course will explore the theological, historical, philosophical, psychological and structural factors that contribute to the reconceived assumptions regarding governance and board governance. In this study of the different models of governance and types of boards, emphasis is placed on best practice design or redesign, development, and function of governance and board governance within a wide range of organizational and ministry settings. The course will include a study of board and elder work in church environments.
LE 848 Leadership Resilience (3)
This course will examine factors that contribute to resilience in life and leadership along with those factors that break down the high energy and resilience which is so vital to thriving in personal and organizational settings. The primary goal of the course is to address the shaping and/or reshaping of our journey in ways that promote personal and organizational resilience in all dimensions of life- holistic, physical, emotional, mental, social, and spiritual. The course will examine the realities, perspectives, environments and conditions that contribute to both burnout and resilience. Attempts will be made for each person to define their current condition and the implications.
LE 849 Leadership and Management Current Issues (3)
This study focuses on a particular emphasis of leadership and management that is a burning issue at a given point in time. The primary subject matter and delivery of this course will change each year and hence at least two or more such courses could be applied to the leadership/management core of the MALM program.
LE 850 Leadership and Management Specialization (3)
Each student in the MALM program will have a different set of needs, aspirations, goals and expectations as to what would best move them to the next level of leadership. For some it may be a combination of courses in leadership and management offered either by Briercrest or offered elsewhere (but approved by Briercrest). Other students may be best served by doing an intensive graduate level internship for either the full or part of the 9 credit requirement. Still others will be best served by working through a previously agreed upon path toward certification, credentialing or accreditation for the next phase of their leadership involvement. Each student should establish a contractual agreement, in conversation with the program coordinator, in order to design the path toward helping the student best accomplish her or his desired leadership specialization goal and need. The initial conversation about the contracted path should happen no later than the midpoint of the program.