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MS in Management and Leadership

This 36-unit program, which may be completed in as few as four trimesters, emphasizes application of organization theory and the behavioral sciences to current issues facing organizational managers, such as increasing influence, alignment, conflict management, systems thinking, productivity improvement, and overall organizational performance.

Courses successfully completed in the M.S. in Management and Leadership can be applied to obtain up to 21 units of course waivers for the Part-Time MBA program.

BSCI 651 Behavior in Organizations 4
BSCI 650 Leadership Workshop 1
OTMT 678 Creativity and Innovation 4
OTMT 650 Leading Self 1


BSCI 617 Creating and Leading Teams 2
OTMT 670 Advanced Principles of Leadership and Organizations 4
OTMT 676 Talent Management 4
OTMT 672 Organizational Dynamics and Managing Change 4
LEGL 684 Business Negotiation and Conflict Resolution 4
OTMT 679 Capstone; Systems Theory 2
OTMT 680 Great Leaders, Great Literature 4
OTMT 671 Cross-cultural Management 2

Trimester 1: Preparing for Leadership

OTMT 650: Leadership and Self (1 unit)

In this opening integrative workshop the student must design, present and initiate an individual leadership learning contract. The course includes conceptual and experiential approaches to self-awareness and self-assessment.  Anchor groups comprised of students with similar learning objectives are formed, and these anchor groups complete the two-term project together (see MSML 605b and 605c).

OTMT 678: Managerial Creativity and Innovation for Leadership (4 units)

Business leaders must respond to such contemporary realities as the information explosion, intense competition, accelerated social and technological change, fresh expectations from new generations, and ever-higher customer demands. Therefore, contemporary leaders must be more and more creative and innovative. This course focuses on imagination and invention ("creativity") and on the productive results of such processes ("innovation"). To enhance business problem solving and effective leadership, students will integrate a dozen linear methods with a dozen nonlinear, imaginative tools.

BSCI 651: Behavior in Organizations (4 units)

Students learn to apply the behavioral sciences to management issues through integration of conceptual and experiential approaches to self-awareness, perception, communication, motivation, productivity, group behavior processes, leadership, organizational change, diversity, ethical issues, career planning, and the management of personal and organizational stress. Development of oral and written communication skills is stressed in this course. In addition to regular class sessions, a required personal and leadership development workshop, MSML 650, assists students in attaining an accurate understanding of their patterns of communicating and relating to others. Students must complete the workshop in order to continue in this course.

BSCI 650: Personal and Leadership Development Workshop (1 unit)

This workshop orients students to the MSML program. Each student receives guidance on ethical behavior and personal career development and learns to form effective business teams. This development workshop is taken in conjunction with MSML 651, Behavior in Organizations and has a mandatory two-night hotel stay.

Trimester 2: Developing Teams, People, and Organizations

BSCI 635: Leadership and Ethics (2 units)

This course will provide a foundation for the art of value clarification and responsible leadership within organizations and society. Students will learn the roots and values of ethical expression as a lifestyle.  By experiencing and working through scenarios and case studies, learners will isolate the ethical issues, both pro and con, and propose viable alternatives consistent with ethical and moral values.

OTMT 670: Advanced Principles of Organizations and Leadership (4 units)

This course examines the interactions among human resources, technologies, organization design, external forces, and management practices from a macro organization perspective. Study concentrates on organizations as systems and managerial, technical, structural, and cultural subsystems as they relate to the broader environment. The course also examines the concepts of system design, work design, and management theory.

BSCI 617: Creating and Leading Teams (2 units)

The focus of this course is on effective team building. Models of the ingredients and processes required to create powerful teams are examined. Personal values and motivational patterns are related to team leadership. Interpersonal issues such as handling conflict and stress are explored. The concepts of corporate culture and organizational change are introduced in the context of team building.

OTMT 676: Talent Management (4 units)

As the 21st century global economy has transitioned from the Knowledge Age to what is being called the Talent Age, talent is viewed as being the primary differentiator between great companies and ordinary ones. In this context, talent management has become an overarching strategic lens and a set of functions that can drive the management of human capital and create sustained competitive advantage for organizations. This course provides an in-depth analysis of the talent management functions of workforce planning, talent acquisition, learning and development, performance management, career planning, employee engagement, and retention.

Trimester 3: Managing Through Change and Conflict

OTMT 672: Organizational Dynamics and Managing Change (4 units)

Contemporary organizations exist in social, political, and economic environments that change rapidly and unpredictably. This course deals with how to manage changes by looking at strategy, organization design and processes, and multi-organizational systems. Theories and practice of change management, which deal with the individual, group, intergroup, and organizational levels, are discussed. Methods for diagnosing organizations and designing interventions that will increase an organization’s effectiveness are explored. Specific topics include traditional and contemporary approaches to change management, organization learning, consulting skills, and organization development.

LEGL 684: Business Negotiation and the Resolution of Conflict (4 units)

This course addresses the dynamics of conflict; including techniques for its avoidance as well as alternative avenues of resolution should it occur. Communication and decision making will be studied, with attention to various methods of resolving disputes other than traditional litigation. Students will identify useful negotiation and conflict-avoidance procedures and implement them in practical exercises. Class discussion, simulation, role playing, and research methods will be used as part of understanding how the various procedures apply. Students will negotiate, mediate, arbitrate, and argue issues in a variety of circumstances including the litigation environment.

OTMT 617: Leadership Theory and Practice (2 units)

Leadership is a multi-faceted and even controversial topic; still, it remains one of the most studied and least understood of human endeavors. While leadership appears critical for organizational success-especially in the hyper competitive, global world of the 21st century–the topic of leadership raises several important questions for consideration: What is leadership? Who has it? Where does leadership come from? What are the theories of leadership? Do leaders differ from managers? How can one become a more effective leader? This course explores the major theories and approaches of leadership to prepare individuals to understand, develop, and accept complex leadership roles. This course seeks to bridge leadership concepts to leadership actions by applying leadership theory to case situations.

Trimester 4: Implementing and Applying Global Leadership

OTMT 679: Management and Leadership Capstone (2 units)

The E2C Service Project is completed and presented. Each student completes a reflective capstone paper that includes an analysis and evaluation of the E2C Service Project, integrating and applying theories, frameworks and learning from across the program. Students also present evidence of completion of their individual learning contracts, and a personal and professional leadership development plan in which core values, personal mission and strategic action plans are articulated.

OTMT 671: Cross-Cultural Management (2 units) or GSBM 693 (see below)

This course explores cultural influences on organizations and on the people working within them. Emphasis is placed on learning how to “learn culture” using methods for scanning the cultural assumptions of groups; bringing personally held cultural assumptions to consciousness; gaining exposure to the cultures of a variety of different regions, nations, and groups and considering their organizational and managerial implications; and facilitating communication and cooperation across cultures. Personal and managerial skills are developed to enhance performance in multicultural environments and on transpatriate assignments.

GSBM 693: Global Business Intensive (1-4 units; 2 units required)

Hosted by partner schools abroad, Global Business Intensive focuses on critical aspects of doing business in the global economy. The course consists of lectures by distinguished faculty members of the partner schools and recognized experts from companies and research centers on a variety of contemporary business issues. The course involves a series of seminars covering such topics as international economics, culture, marketing, finance, and political and legal context. Some programs also include field visits to internationally recognized companies or organizations in the region for a hands-on look at business opportunities and management strategies. Also included is a study tour of important historical sites. The tour provides an important backdrop of culture and history that flavors the nation’s experience.

OTMT 680: Great Leaders, Great Literature (4 units)

Leadership is one of the most studied and least understood human behaviors. Yet, leadership is critical for organizational success-especially in the hypercompetitive, global world. What is leadership? Who has it? Where does leadership come from? Does it differ by culture? What are the theories of leadership? Do leaders differ from managers? How might the student become a more effective leader? The objective of this course is to prepare individuals to better understand, accept, and assume leadership roles in increasingly competitive, globalized, multicultural, multi-values organizations by (1) understanding the significant theories, models, and concepts of leadership; (2) analyzing and understanding their unique leadership style; (3) developing, refining, and articulating their individual philosophy of leadership; and (4) examining and considering the values and ethical issues associated with leadership.