align with their missions and goals. The course provides an introduction to the role and importance of analytics in organizations of any type in preparation for the changing and complex world in which we live. With rapid changes from internal and external sources, knowledge in data analytics can aid in the collection and accumulation of important data to allow for precise and confident action of opportunities for the overall good of the organization. Topics will include data collection, modeling, analysis, visualization and informed decision-making. Other skills cultivated in the course include communication, presentation and storytelling with data. (3 s.h.) EDD 724 Finance and Fundraising This course provides students with a deeper understanding and appreciation for financial accounting, budgeting and fundraising with applications for the senior-level, non-financial leader. An understanding of the development of an organization’s operating and capital budgets, financing decisions, the budgeting process and the interpretation of financial statements is recognized as a valuable tool for the senior-level organizational leader, regardless of one’s particular role. At the conclusion of the course, the student will be able to interpret and use financial information in decision making and planning while also realizing the importance of fundraising for the overall health of the organization. (3 s.h.) EDD 726 Power and Privilege in Leadership This course focuses on your power as a leader and the privilege it is to lead others. This course examines the following questions: What are your strengths? What is your personality type in relation to your strengths? What is your leadership style, and how will you use your power and privilege as a leader to lead well and create a positive working environment? How does your personality function in crisis, and how can you pre-plan to be ready to manage a crisis situation? Through the use of the Enneagram of Personality assessment and CliftonStrengths Assessment, students will understand in greater depth their “power” as a leader and discover practices to integrate this knowledge as they engage those they lead in day-to-day situations and to be prepared for possible crisis situations. (3 s.h.) EDD 728 Historical Leadership This course will evaluate leadership through the rich tapestry of the human past. The course will study historical leaders on a case study basis and will promote a deeper understanding of how context and culture shape decision-making and therefore influence leadership. Students will be challenged throughout to develop an understanding of cultures and circumstances far different from their own, and to consider how we can apply a historically grounded empathetic perspective to contemporary challenges. Throughout, the course will focus on core questions, including the following: To what extent do individual leadership characteristics, as opposed to wider social, cultural, political, and economic forces, shape historical outcomes? What, if any, identifiable leadership characteristics can we detect across time, and how much do these characteristics vary by culture? What are the pitfalls of applying historical examples to contemporary problems, and how can we best mitigate those challenges? (3 s.h.) EDD 730 Leadership for Sustainability: People, Planet, Profit All organizations are situated within a complex ecosystem; they
rely on this ecosystem to provide the resources necessary to succeed. Recognizing that long-term viability depends on the health and regenerative capacity of their ecosystem, responsible organizations act intentionally to sustain the social, environmental and economic resources on which they—and others—depend for their survival. Leadership for sustainability operates through multiple pathways, including a deep understanding of the interrelatedness of systems, a compelling vision for the future, attentive engagement with long-term planning and a moral concern for the common good. Leadership for sustainability necessarily includes both an internal focus (within the leader’s organization) and an external focus (on challenging global issues) due to complex interdependencies among people, planet and profits. This course will prompt leaders to assess their relationship to the ecosystem in which their organization operates, to identify challenges to the sustainability of the ecosystem and the resources it provides, and to develop strategies that promote positive change and long-term resilience. (3 s.h.) EDD 732 Strategic Planning This course deals with the determination of strategic goals and objectives for an organization, including methods organizations use to decide strategies, determine direction, allocate resources and long-term planning needed to accomplish goals. Strategic planning focuses on developing mission and vision statements, policy planning, sustainable and adaptable value creation processes, competitive advantages, managerial problem solving and organizational change. (3 s.h.) EDD 734 Technology for Leadership This course provides doctoral students with an opportunity to develop their leadership skills by assessing emerging and evolving technologies and exploring the technological readiness of a program, department or organization. Students will examine needs assessments within an organization and learn the strategies involved in developing a technology plan, which includes mentoring others in the effective integration of technology. (3 s.h.) EDD 736 Leading Transformational Change In this course, students will focus on the use of leadership theory to empower individuals within an organization to bring about changes both internally and externally. Students will be exposed to leadership theories like Transformational Leadership, Servant Leadership and Authentic Leadership with a specific focus on follower development and change initiatives. Foundational aspects of these theories not only focus on follower development but also include elements of ethical and moral leadership. Additionally, organizational change theories will also be explored within the course like Lewin’s Change Management Model, McKinsey 7 S Model, Nudge Theory and Bridges’ Transition Model. Students will use both leadership and change theory to examine human behavior and issues like overcoming groupthink, resistance to change and coping with new paradigms. Primary assessment tools for students taking this course will include case studies, discussion groups and applied research papers. (3 s.h.) EDD 740 Defining the Problem of Practice The Carnegie Project on the Education Doctorate (CPED) will be used as the structural foundation of the Dissertation in Practice. Applying inquiry, research and discussion, students will understand and define the Problem of Practice that emerges and
Doctorate in Leadership (Ed.D.)
UNIVERSITY OF SIOUX FALLS
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