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Business 206
3 College Credits
NCCRS Credit Recommended
Leadership and
Organizational
Behavior
Why do some organizations thrive while others fall apart? The answer is almost always leadership. This course teaches you to get it right.
$250
per course
One-time · Lifetime access · No subscription
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NCCRS Credit Recommended
3 Credit Hours
Self-Paced
Self-Paced · Final Exam · NCCRS Recommended
What You'll Learn
A full semester of leadership and organizational behavior — completed at your own pace, with no deadlines or fixed class times.
Learning Outcomes
What You'll Be Able to Do
- Acquire a fundamental understanding of leadership and organizational behavior theories, focusing on their historical development and application in modern settings; critically analyze behavioral theories and their implications in real-world organizational contexts, addressing workplace issues to improve effectiveness
- Evaluate and apply diverse leadership styles in different organizational scenarios, emphasizing effective communication and problem-solving skills
- Make ethical decisions balancing human and organizational perspectives, and collaborate effectively in team settings, understanding group dynamics
- Cultivate a global perspective on leadership and management, recognizing cultural impacts and integrating ethical standards in organizational behavior strategies.
Topics Covered
Major Course Topics
Foundations of Organizational Behavior
Exploring Leadership in Organizations
The Art of Management and Strategic Processes
Diversity and Social Dynamics in Leadership
The Role of Personality in Organizational Contexts
Attitudes and Values within Organizational Frameworks
Perception and Attribution in Organizational Contexts
Enhancing Employee Morale and Motivation
Theories of Motivation in Organizational Contexts
Effective Workplace Communication
Dynamics of Work Teams and Group Behavior
Team Decision-Making Processes
Addressing Conflict in Organizational Settings
Organizational Structure and Design Principles
The Art and Science of Job Design
Cultivating Organizational and Company Culture
Navigating Business Ethics and Organizational Issues
Managing Organizational Change
The Impact of Globalization on Organizational Behavior
From the syllabus · Business 206
Course chapters and lessons
Leadership and Organizational Behavior has 20 chapters across 85 instructional hours, as listed in the course syllabus. Expand any chapter to see the lessons inside it.
- Chapters
- 20
- Lessons
- 122
- Instructional hours
- 85 hrs
- Semester hours
- 3
Chapter 1
Foundations and Context of Organizational Behavior
- 1.1 Organizational Behavior: Core Concepts, Historical Context, and Behavioral Sciences
- 1.2 Contingency Theory, External Forces, and Their Impact on Organizational Dynamics
- 1.3 Managing Organizational Behavior: Significance, Challenges, and Real-World Applications
- 1.4 Case Study: Organizational Behavior Strategies in the Automotive Manufacturing Sector
- 1.5 Case Study: Creative Culture and Innovation Practices in the Entertainment Industry
Chapter 2
Leadership Dynamics and Power in Organizations
- 2.1 Leadership Dynamics, Trustworthiness, and the Role of Framing in Organizations
- 2.2 Leadership as a Core Management Function and Its Organizational Impact
- 2.3 Positional Power: Legitimate, Coercive, and Reward Dimensions in Leadership
- 2.4 Personal Power, Influence Tactics, and Management by Objectives
- 2.5 Case Study: Leadership Structure and Organizational Models in the Fast-Food Industry
- 2.6 Evaluating Leadership Effectiveness and Power Dynamics in Contemporary Organizations
- 2.7 Developing Leadership Competencies for Organizational Success and Sustainability
Chapter 3
Strategic Management and Organizational Planning
- 3.1 The Strategic Management Process and the Four Pillars of Management
- 3.2 Planning Approaches: Strategic, Tactical, Operational, and Contingency
- 3.3 Departmental Objectives, Productivity, Quality, and Operations Management
- 3.4 Evaluating Goal Achievement: Methods, Approaches, and Managerial Accountability
- 3.5 Case Study: Strategic Leadership and Innovation in the Global Technology Industry
- 3.6 Case Study: Brand Strategy and Organizational Management in the Beverage Industry
- 3.7 Aligning Strategic Management Processes with Organizational Goals and Outcomes
Chapter 4
Diversity and Inclusion in the Workplace
- 4.1 Managing Diversity: Cultural, Gender, and Age Dimensions in Contemporary Organizations
- 4.2 Sexual Orientation, Ability, and Disability Diversity in the Workplace
- 4.3 Diversity Training Advantages and Applications in Global Business Environments
- 4.4 Case Study: Workforce Inclusion and Diversity Initiatives in the Technology Sector
- 4.5 Case Study: Diversity Strategy and Cultural Integration in the Media Industry
- 4.6 Measuring and Evaluating Diversity Outcomes in Contemporary Organizations
- 4.7 Future Trends and Challenges in Workplace Diversity and Inclusion Management
Chapter 5
Personality, Behavior, and Decision-Making in Organizations
- 5.1 Individual Behavior, the Big Five Personality Traits, and Personality-Job Fit
- 5.2 Myers-Briggs Type Indicator: Strengths, Weaknesses, and Organizational Applications
- 5.3 Machiavellianism, Narcissism, and Risk-Taking Behaviors in Organizational Contexts
- 5.4 Risk, Certainty, and Decision-Making Implications of Personality in Organizations
- 5.5 Integrating Personality Insights into Organizational Behavior and HR Practice
- 5.6 Evaluating the Impact of Personality Differences on Team and Organizational Dynamics
Chapter 6
Workplace Attitudes, Job Satisfaction, and Organizational Behavior
- 6.1 Workplace Attitudes: Cognitive, Affective, and Behavioral Dimensions
- 6.2 Job Satisfaction, Commitment, Engagement, and Their Organizational Implications
- 6.3 Job Dissatisfaction, Deviant Workplace Behavior, and Their Consequences
- 6.4 Organizational Citizenship Behavior, Identification, and Workplace Engagement
- 6.5 Strategies for Improving Workplace Attitudes and Organizational Commitment
Chapter 7
Perception, Attribution, and Cultural Dynamics in Organizations
- 7.1 Workplace Perception, Impression Management, and Attribution Theory
- 7.2 Attributional Biases and Cultural Perceptions of Time and Power
- 7.3 Communication Perceptions: Low Context vs. High Context in Organizations
- 7.4 Managing Perceptual Differences and Cultural Dynamics in Organizational Settings
- 7.5 Applying Perception and Attribution Insights to Improve Organizational Outcomes
Chapter 8
Employee Motivation, Rewards, and Empowerment
- 8.1 Employee Motivation Strategies and Intrinsic vs. Extrinsic Reward Systems
- 8.2 Employee Empowerment, Involvement Programs, and Their Impact on Performance
- 8.3 Case Study: Workforce Motivation and Employee Engagement in the Hospitality Industry
- 8.4 Designing Effective Motivation and Reward Systems for Organizational Success
Chapter 9
Theories of Motivation and Their Organizational Applications
- 9.1 The Hawthorne Effect, Maslow's Hierarchy of Needs, and Theory X vs. Theory Y
- 9.2 Needs-Based Theories: Herzberg's Two-Factor, Alderfer's ERG, and Acquired Needs
- 9.3 Behavior-Based Theories: Equity Theory, Vroom's Expectancy, and Reinforcement Theory
- 9.4 Goal-Setting Theory, Self-Determination, and Cognitive Evaluation Theories
- 9.5 Applying Motivation Theories to Enhance Workplace Performance and Engagement
- 9.6 Comparative Analysis of Motivation Theories and Their Managerial Implications
- 9.7 Designing Motivation Frameworks Based on Contemporary Theoretical Insights
- 9.8 Evaluating the Practical Effectiveness of Motivation Theories in Organizations
- 9.9 Integrating Multiple Motivation Perspectives for Comprehensive Workforce Engagement
- 9.10 Future Directions in Motivation Research and Organizational Behavior Applications
Chapter 10
Strategic Communication in Organizations
- 10.1 Strategic Communication, Cross-Cultural Challenges, and Effective Workplace Practices
- 10.2 Identifying and Overcoming Communication Barriers in Organizational Settings
- 10.3 Case Study: Communication Excellence and Organizational Strategy in the Logistics Industry
- 10.4 Case Study: Internal Communication Practices and Collaboration in the Technology Sector
- 10.5 Building Communication Frameworks That Support Organizational Goals and Culture
Chapter 11
Work Teams, Group Dynamics, and Team Performance
- 11.1 Group Formation, Types, Member Qualities, and Behavioral Influences
- 11.2 Group Size, Roles, Perceptions, Expectations, and Conflict Dynamics
- 11.3 Work Team Types: Functional, Cross-Functional, and Self-Directed Characteristics
- 11.4 High-Performing Teams: Design, Goal Setting, and Individual Strength Alignment
- 11.5 Integrating Team Goals with Organizational Objectives and Managing Team Conflict
- 11.6 Evaluating Team Effectiveness and Addressing Common Team Performance Challenges
- 11.7 Building Sustainable High-Performance Team Cultures in Organizations
- 11.8 Emerging Trends and Best Practices in Work Team Design and Management
- 11.9 Aligning Team Structures with Organizational Strategy and Workforce Needs
- 11.10 Measuring and Improving Team Outcomes in Contemporary Organizational Settings
Chapter 12
Group Decision-Making and Problem-Solving
- 12.1 Group vs. Individual Decision-Making and Cultural and Ethical Considerations
- 12.2 Effective Group Decision-Making Techniques and Problem-Solving Strategies
- 12.3 Groupthink, Group Polarization, and Their Implications for Team Decisions
- 12.4 Applying Decision-Making Frameworks to Improve Team and Organizational Outcomes
- 12.5 Evaluating and Enhancing Group Decision Quality in High-Performing Teams
Chapter 13
Conflict Management and Negotiation in Organizations
- 13.1 Workplace Conflict: Definitions, Sources, and Functional vs. Dysfunctional Types
- 13.2 Conflict Resolution Strategies and Third-Party Interventions in Organizations
- 13.3 The Negotiation Process: A Five-Step Framework and Practical Applications
- 13.4 Building Conflict-Resilient Organizational Cultures and Teams
Chapter 14
Organizational Structure, Design, and Behavioral Implications
- 14.1 Theoretical Foundations, Varieties of Structures, and Strategy-Structure Interplay
- 14.2 Mechanistic vs. Organic Structures and Traditional Organizational Designs
- 14.3 Contemporary Designs: Matrix, Team, Network, and Boundaryless Organizations
- 14.4 Informal Organizations, Organizational Size, and Lean Structure Principles
- 14.5 E-Business Organizational Forms, Behavioral Implications, and Staff Control
- 14.6 Case Study: Organizational Structure and Design Innovation in the Consumer Products Industry
- 14.7 Evaluating Structural Effectiveness and Aligning Design with Organizational Goals
- 14.8 Emerging Trends in Organizational Design and Their Behavioral Implications
- 14.9 Managing Structural Transitions and Avoiding Common Organizational Design Pitfalls
- 14.10 Building Adaptive Organizational Structures for Dynamic Business Environments
- 14.11 Integrating Technology and Innovation into Organizational Structure and Design
Chapter 15
Job Design, Enrichment, and Contemporary Work Trends
- 15.1 Job Design Essentials, Behavioral Approaches, and Interdisciplinary Perspectives
- 15.2 Empowerment, Hackman and Oldham's Job Characteristics Model, and Job Redesign
- 15.3 Contemporary Challenges, Trends, and Enrichment, Enlargement, and Rotation Strategies
- 15.4 Case Study: Employee Development and Mentorship Programs in the Retail Industry
- 15.5 Aligning Job Design with Organizational Strategy and Employee Development Goals
- 15.6 Evaluating Job Design Effectiveness and Its Impact on Workforce Satisfaction
Chapter 16
Organizational Culture: Foundations and Subcultures
- 16.1 Defining Organizational Culture: Characteristics, Significance, and Subcultures
- 16.2 Strong vs. Weak Organizational Cultures and Strategies for Cultural Sustainability
- 16.3 Employee Socialization, Cultural Dysfunction, and Recognizing Cultural Misalignment
- 16.4 Evaluating Cultural Strength and Its Influence on Organizational Performance
- 16.5 Building Foundational Cultural Frameworks for Long-Term Organizational Resilience
Chapter 17
Organizational Culture: Ethics, Spirituality, and Cultural Transformation
- 17.1 Fostering Ethical and Positive Cultures and the Role of Workplace Spirituality
- 17.2 Case Study: Corporate Values and Cultural Alignment in the Consumer Goods Industry
- 17.3 Case Study: Customer-Centric Culture and Service Excellence in the Retail Industry
- 17.4 Sustaining and Evolving Organizational Culture in Changing Business Environments
- 17.5 Measuring Cultural Health and Driving Cultural Transformation in Organizations
Chapter 18
Business Ethics, Social Responsibility, and Organizational Justice
- 18.1 Contemporary Business Ethics and Creating an Ethical Organizational Climate
- 18.2 Social Responsibility, Organizational Justice, and Work-Life Balance Practices
- 18.3 Case Study: Ethical Business Practices and Social Responsibility in the Food and Beverage Industry
- 18.4 Building Ethical and Socially Responsible Organizations for Long-Term Success
Chapter 19
Managing Organizational Change and Transformation
- 19.1 Catalysts for Change, Resistance Strategies, and Lewin's Three-Stage Change Model
- 19.2 Kotter's Eight-Step Change Model: Review, Application, and Organizational Culture Link
- 19.3 Employee Behavior, Managerial Challenges, and Attitudes During Organizational Change
- 19.4 Case Study: Organizational Transformation and Change Leadership in the Automotive Industry
- 19.5 Case Study: Technology-Driven Organizational Change and Structural Transformation in the IT Sector
- 19.6 Building Change-Ready Organizations and Sustaining Transformational Momentum
- 19.7 Evaluating Change Effectiveness and Embedding Change into Organizational Culture
- 19.8 Developing Organizational Resilience Through Proactive Change Management Strategies
Chapter 20
Globalization and Its Impact on Organizational Behavior
- 20.1 Globalization and Organizational Behavior: Intersections and Structural Influences
- 20.2 Globalization's Effects on Organizational Culture and Team Dynamics
- 20.3 Challenges, Opportunities, and Strategic Responses to Globalization in Organizations
These chapters come straight from the official course syllabus, which also sets out the graded assignment and the proctored final exam.
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FAQ
Common Questions Answered.
Everything you need to know about Leadership and Organizational Behavior — credits, grading, transfer, and how it compares to traditional options.
What is Leadership and Organizational Behavior?
Leadership and Organizational Behavior is a college-level business course covering core concepts in management, strategy, ethics, or operations. It is Business 206 — worth 3 credit hours, carrying an NCCRS recommendation from NCCRS.
What will I be able to do after finishing Leadership and Organizational Behavior?
You will be able to apply key business concepts to real-world situations, make more informed decisions in professional contexts, and demonstrate college-level competency in the subject area.
Is the Leadership and Organizational Behavior course self-paced for college credit?
Yes. The course is fully self-paced with no deadlines or fixed class times. Most students complete it in 28–30 days, but you can move faster or slower depending on your schedule.
How many college credits is Leadership and Organizational Behavior worth?
This course carries an NCCRS recommendation for 3 semester credit hours. UPI Study courses follow the same evaluation standard used across thousands of colleges and universities.
How is the Leadership and Organizational Behavior course graded? Are there exams?
Yes — the course includes quizzes, assignments, and a final exam. Your grade is equally weighted: 25% Attendance · 25% Quizzes · 25% Assignments · 25% Final Exam.
Will my university accept Leadership and Organizational Behavior credits from UPI Study?
Check our Find My College directory. If your university recognizes NCCRS credit recommendations, UPI Study courses can be considered; the final decision is with the university. You can also book a free call with our team.
Why take Leadership and Organizational Behavior online instead of at a traditional university?
A traditional university course in this subject typically costs $500–$1,500+ per credit hour and requires fixed schedules, campus attendance, and semester timelines. UPI Study covers the same NCCRS-recommended content at $250 total, with no deadlines and no campus requirement.
Can international students take Leadership and Organizational Behavior for college credit?
Yes. UPI Study courses carry an NCCRS recommendation — recognized by cooperating institutions in the U.S., Canada, the UK, and other countries. Students have submitted credits across 26+ countries.
How does this differ from Foundations of Leadership?
Foundations focuses on personal leadership skills; this course adds the organizational behavior lens — structure, culture, and group psychology.
Is Organizational Behavior required for business degrees?
Very commonly — OB is a standard core course in management programs; — your registrar can confirm the equivalency in minutes.
Are there prerequisites for Leadership and Organizational Behavior?
None strictly, though intro management or psychology coursework helps.
Will this transfer as the OB core requirement?
Often yes given OB's standard curriculum, — your registrar can confirm the equivalency in minutes.
Where will my college put this credit?
Usually as transfer credit, credit for prior learning (CPL), or noncollegiate/alternative credit, the same route colleges use for professional training evaluated by NCCRS. The final decision is with the university.
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