MGT 781 Strategic Leadership and Team Building

Organizations must have clarity in values, strategies, goals, as well as roles and responsibilities to be successful. In this course, you will practice applying six critical questions to create clarity, the second organizational health discipline as outlined by Patrick Lencioni. By the end MGT 781 Strategic Leadership and Team Building, you will arrive at an organization's core purpose and its core values. You will also develop a business definition and identify an organization's strategic anchors.

After that, you will define an organization's thematic goal, define objectives, and standard operating objectives. Finally, you will apply the strategies that you learned in the first Leadership and Organizational Health course to build a healthy and cohesive team, both by 1) cultivating the five behaviors that healthy teams possess and 2) being cognizant of different working styles and preferences.

Coursework Highlights

Coursework is designed for team building and leadership strategy. Beyond just reading his book, “The Advantage,” throughout the course, you’ll watch Patrick Lencioni’s thought process at work. Here are examples of some assignments you may complete as part of MGT 781 Strategic Leadership and Team Building.

  • Write analysis papers, evaluating and applying concepts and practices about the DiSC work-profile and “The Advantage” principles.
  • Work in assigned groups to create clarity at a fictional company called S-WAVE by answering the six questions.
  • Deliver an organizational health video presentation to summarize understanding and ability to apply course objectives.

Weekly Themes

Each week of this course focuses on a different theme. Your weekly readings, team assignments, and discussion questions will align with the week’s theme as well as its primary objectives. All weekly course material is proposed and subject to change.

Week 1 – Introduction to the Six Questions

During the introduction week, you’ll explore how companies must create clarity to be successful. You’ll be able to:

      • Describe the interdependencies between the executive team’s behaviors and the organization’s alignment.
      • Describe the fundamental questions a leadership team must answer to create alignment.
      • Outline the benefits and obstacles of creating clarity within the context of making an organization healthy.
      • Explain the consequences of perfection paralysis.

Week 2 – Why Do We Exist?

In week two, you’ll begin to seek answers to the first of six questions. You’ll learn to:

      • Define and categorize a company’s core purpose based on an initial analysis.
      • List the steps an organization should take to determine why it exists.
      • Discuss the obstacles leaders face when trying to identify an organization’s purpose.
      • Discuss the attributes of a successfully defined core purpose.

Week 3 – How Do We Behave?

Throughout week three, you’ll begin to understand the importance of core values when answering the second of six questions. You’ll learn to:

      • List the various types of values and describe how they are different from each other.
      • Apply the three-step process of identifying an organization’s core values.
      • Analyze an organization and describe its values.

Week 4 – What Do We Do?

During the midpoint week of the course, you’ll explore why leadership must be able to agree on the simple, yet critical answer to question three, “What do we do?” You’ll be able to:

      • Outline an organization’s business definition.
      • Describe the attributes of a well-defined business definition.

Week 5 – How Will We Succeed?

As you progress to week five, you’ll discuss how businesses intentionally differentiate themselves from the competition as a logical answer to question four, “How will we succeed?” You’ll learn to:

      • Generate an exhaustive list of responses to the question, “How will we succeed?”
      • Identify anchors that inform an organization's decisions.
      • Discover patterns of responses to identify strategic direction and anchors.
      • Describe the factors that influence how often an organization needs to change its strategic anchors.

Week 6 – What is the Most Important Thing, Right Now?

In week six, you’ll examine the need for one “rallying cry” to override all other priorities when it comes to organizational clarity and the ability to answer question five, “What is the most important thing, right now?” You’ll be able to:

      • Define the purpose, attributes, and benefits of a thematic goal.
      • Discuss why a cohesive leadership team is important for supporting a thematic goal.
      • Identify an organization’s thematic goal.
      • Create the objectives that will make accomplishing the thematic goal possible.
      • Explain an organization’s standard operating objectives.

Week 7 – Who Must Do What? and Creating the Playbook

Throughout this week, you’ll begin to answer the final of six questions to ensure the roles and responsibilities in place are what’s needed for proper execution. You’ll learn to:

      • Describe the roles and responsibilities of members of an organization’s leadership team.
      • Identify areas of overlap and/or gaps between areas of responsibility.
      • Create a playbook for a given organization.

Week 8 – How to Apply What You’ve Learned about Clarity

During the last week, you’ll discover ways to use what you’ve learned, regardless of your position or what your organization is currently practicing. You’ll be able to:

      • Apply the six critical questions to create clarity.
      • Reflect on your team’s performance and describe which Discipline 1 strategies the team used.
      • Describe how your team capitalized on the strengths of each personality style.

Get Started

To learn more about this course or other courses in the online MBA program from the University of Saint Mary, call 877-307-4915 to speak with an admissions advisor or request more information.