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Business 213
3 College Credits
NCCRS Credit Recommended
Leading
Organizational
Change
Change is the hardest thing to lead. This course gives you the frameworks and practical skills to move organizations forward, not just manage them.
Self-Paced · Final Exam · NCCRS Recommended
What You'll Learn
A full semester of leading organizational change — completed at your own pace, with no deadlines or fixed class times.
Learning Outcomes
What You'll Be Able to Do
- Apply leadership principles effectively in organizational change, differentiating between management and leadership roles
- Identify key qualities of effective leaders and utilize leadership theories to address real-world organizational change challenges
- Evaluate and adapt diverse leadership styles to various organizational contexts, understanding the dynamics of power and its impact on change
- Analyze factors driving organizational change, including internal and external influences, and manage stakeholder relationships effectively during change processes
- Develop and implement comprehensive change strategies, enhancing communication skills, and understanding the influence of organizational culture on change outcomes.
Topics Covered
Major Course Topics
Leadership's impact on organisational change
Leadership theories & contingency models
Diverse leadership styles in business
Power & its influence on leadership
Strategic decision-making & org structures
Factors driving organisational change
Management functions in change contexts
Theories underlying organisational change
Strategies for implementing change
Effective communication during change
Organisational culture & change
Corporate vision, mission & strategy
Challenges in leading organisational change
Globalisation's impact on organisations
From the syllabus · Business 213
Course chapters and lessons
Leading Organizational Change has 16 chapters across 62 instructional hours, as listed in the course syllabus. Expand any chapter to see the lessons inside it.
- Chapters
- 16
- Lessons
- 110
- Instructional hours
- 62 hrs
- Semester hours
- 3
Chapter 1
Foundations of Leadership
- 1.1 What Leaders Do: Roles, Responsibilities, and Organizational Impact
- 1.2 Leading vs. Managing: Understanding the Core Differences
- 1.3 The Traits That Define Exceptional Leaders: Character, Confidence, and Emotional Intelligence
- 1.4 Core Leadership Competencies: Communication, Decision-Making, and Strategic Thinking
- 1.5 Formal Authority in Leadership: Structure and Accountability
- 1.6 Influence Without a Title: How Informal Leaders Shape Organizations
- 1.7 Catalysts for Organizational Transformation: The Change Agent's Purpose
- 1.8 Growing as a Leader: Habits, Mindsets, and Development Strategies
Chapter 2
Leadership Theories and Models
- 2.1 Beyond Classical Models: Emerging Perspectives in Leadership Theory
- 2.2 Matching Leadership to the Moment: Fiedler's Contingency Approach
- 2.3 Reading Your Team: The Hersey-Blanchard Situational Model
- 2.4 Clearing the Path to Performance: Goal-Oriented Leadership in Practice
- 2.5 How Followers and Leaders Co-Create Outcomes: The Exchange Theory Explained
- 2.6 Who You Are vs. What You Do: Trait and Behavioral Theories Compared
- 2.7 Perception, Attribution, and Frameworks: How Followers Interpret Leadership and How Major Models Compare
Chapter 3
Leadership Styles: Transformational, Transactional, and Charismatic
- 3.1 A Survey of Leadership Philosophies: Concepts and Real-World Applications
- 3.2 Getting Results vs. Building Relationships: Two Orientations of Leadership
- 3.3 Inspiring Change from Within: The Transformational Leadership Model
- 3.4 Structure, Incentives, and Accountability: The Transactional Leadership Model
- 3.5 The Power of Personality: What Charismatic Leaders Do Differently
- 3.6 Leading by Serving: Principles and Practice of Servant Leadership
- 3.7 Hands-Off Leadership: When and Why the Laissez-Faire Style Is Used
Chapter 4
Leadership Styles: Democratic, Autocratic, Situational, and Bureaucratic
- 4.1 Shared Decision-Making: The Democratic Leadership Approach
- 4.2 Control and Direction: Examining Autocratic Leadership in Context
- 4.3 Adapting to Circumstances: The Logic Behind Situational Leadership
- 4.4 Rules, Hierarchy, and Process: The Nature of Bureaucratic Leadership
- 4.5 Reading the Grid: Mapping Leadership Style with the Blake Mouton Framework
- 4.6 Leadership Styles Under Pressure: How Different Approaches Drive or Derail Change
Chapter 5
Power and Influence in Leadership
- 5.1 Two Faces of Power: Formal Authority vs. Personal Influence
- 5.2 Power Derived from Position: Legitimate, Coercive, and Reward Dynamics
- 5.3 The Right to Lead: Understanding Legitimate Power in Organizations
- 5.4 Fear as a Lever: The Nature and Consequences of Coercive Power
- 5.5 Motivating Through Incentives: How Reward Power Functions in Practice
- 5.6 Admiration and Expertise: How Referent and Expert Power Shape Team Dynamics
- 5.7 Power Used Well and Poorly: Examining the Consequences of Leadership Influence
Chapter 6
Organizational Structure, Design, and the Triggers of Change
- 6.1 Anatomy of an Organization: How Structural Choices Define Business Performance
- 6.2 Classic Design Choices: Simple, Functional, and Divisional Structures
- 6.3 Structural Decisions and Managerial Authority: Who Designs the Organization
- 6.4 Aligning Strategy and Structure: Why the Connection Matters
- 6.5 Organizations Over Time: Navigating the Stages of the Life Cycle
- 6.6 Beyond Domestic Borders: Adapting to Forces in the International Business Arena
- 6.7 What Triggers Change: Internal Pressures and External Disruptions
Chapter 7
Forces Driving Organizational Change
- 7.1 Planned vs. Unplanned Change: Recognizing What Sets Each in Motion
- 7.2 Inside and Outside the Firm: Mapping the Business Environment
- 7.3 Stakeholders, Internal Forces, and External Forces: A Comprehensive View of What Shapes Business Direction
- 7.4 Forces from Outside: How External Factors Shape Business Direction
- 7.5 Law, Policy, and the Economy: Their Combined Effect on Business Operations
- 7.6 Technology as a Business Force: How Innovation Reshapes Organizations
- 7.7 Competing to Win: Understanding the Competitive Environment
- 7.8 Society's Influence on Business: Cultural and Social Environmental Forces
Chapter 8
The Global Environment and Change Planning
- 8.1 Operating Across Borders: The Global Environment and Its Business Implications
- 8.2 Designing a Change Plan: Analytical Tools and Implementation Steps
- 8.3 The Four Core Functions: How Planning, Organizing, Leading, and Controlling Work Together
- 8.4 Setting Direction: The Strategic Importance of Planning in Management
Chapter 9
Management Functions and Change Leadership
- 9.1 Planning at Every Level: Strategic, Tactical, Operational, and Contingency Approaches
- 9.2 Structuring for Success: What Organizing Means in a Management Context
- 9.3 Leading People Through Transition: Management's Role in Change
- 9.4 Keeping on Track: The Purpose and Practice of the Controlling Function
- 9.5 Charting the Course: How Management Builds and Executes a Change Roadmap
Chapter 10
Models and Mechanisms of Organizational Change
- 10.1 Four Dimensions of Internal Change: Structure, Strategy, People, and Process
- 10.2 OD Unpacked: Diagnosing Dysfunction and Engineering Lasting Improvement
- 10.3 What Change Really Looks Like: Theory Meets Organizational Reality
- 10.4 Hard Numbers vs. Human Capital: Contrasting Theory E and Theory O
- 10.5 The Creative Edge: How Knowledge, Innovation, and Change Fuel Competitive Advantage
- 10.6 From Frameworks to the Field: Strategic Change Management and Real-World Corporate Applications
Chapter 11
Learning Organizations and Leadership in Change
- 11.1 Five Disciplines, One Vision: Senge's Approach to Leadership and Organizational Growth
- 11.2 The Leader as Architect of Change: Roles, Responsibilities, and Influence
- 11.3 Learning Through Inquiry: Action Research as a Tool for Organizational Change
- 11.4 The Cultural Foundations of a Learning Organization: Openness, Trust, and Experimentation
- 11.5 Systems and Structures That Enable Organizational Learning
- 11.6 Committing to Growth: Building the Habits and Systems of a Learning Organization
Chapter 12
Organizational Communication
- 12.1 The Lifeblood of Organizations: Why Communication Drives Collective Performance
- 12.2 Intentional Messaging: The Case for Making Communication a Strategic Priority
- 12.3 Communicating at Work: Why It Matters and How to Do It Well
- 12.4 Internal Communication Systems: Design, Delivery, and Real-World Impact
- 12.5 Official Channels vs. the Grapevine: How Formal and Informal Networks Coexist
- 12.6 Identifying Communication Barriers: What Gets in the Way of Clear Messaging
- 12.7 Overcoming Communication Barriers: Practical Strategies for Clearing the Path
- 12.8 Communication Across Differences: Navigating a Diverse Workforce
- 12.9 Closing the Gap: How to Make Workplace Communication More Effective
Chapter 13
Organizational Culture and Effectiveness
- 13.1 The DNA of an Organization: Unpacking Culture, Values, and Shared Assumptions
- 13.2 Climate vs. Culture: How the Work Environment Shapes Organizational Identity
- 13.3 Micro-Cultures at Work: How Subgroups Form and Function Within Organizations
- 13.4 Cultural Strength and Weakness: What the Difference Means for Organizations
- 13.5 Integrity as Infrastructure: Weaving Ethical Norms Into Everyday Organizational Life
- 13.6 What Culture Does for Organizations: Functions, Benefits, and Trade-Offs
- 13.7 Keeping Culture Alive: How Organizations Build and Sustain Shared Values
- 13.8 Elevating the Culture: Practical Approaches to Cultural Improvement
- 13.9 What Separates High-Performing Organizations: A Framework for Understanding Success
Chapter 14
Organizational Strategy, Mission, and Performance
- 14.1 Vision as a Strategic Tool: Crafting Statements That Inspire Direction
- 14.2 Aim, Align, Achieve: How Organizations Set and Pursue Meaningful Goals
- 14.3 Connecting Mission to Action: How Business Goals Translate Into Results
- 14.4 Mission Statements with Purpose: Writing Them with Clarity and Strategic Intent
- 14.5 From Analysis to Action: Walking Through the Strategic Management Process
- 14.6 Scorecards and Benchmarks: A Systematic Approach to Judging Organizational Effectiveness
Chapter 15
Overcoming Barriers to Change
- 15.1 The Hard Side of Change: Obstacles That Test Managers and How to Handle Them
- 15.2 Clearing the Path: Proven Strategies for Breaking Down Change Resistance
- 15.3 Culture as a Change Variable: How Organizational Values Enable or Block Progress
- 15.4 When Culture Becomes a Problem: Institutionalization and Cultural Dysfunction
- 15.5 People in the Middle of Change: Attitudes, Behaviors, and Coping Mechanisms
- 15.6 Why People Push Back: Kotter and Schlesinger's Framework for Resistance
- 15.7 Sources and Responses to Workplace Conflict During Change
- 15.8 Dispute Resolution Techniques: Mediation, Negotiation, and Collaborative Problem-Solving
- 15.9 A Toolkit for Change: Effective Methods for Sustaining Organizational Transformation
Chapter 16
Organizations Under Global Pressure: Adaptation, Culture, and Change Leadership
- 16.1 Staying Relevant in a Shifting Market: Organizational Adaptation in the Global Era
- 16.2 Culture Collision and Convergence: What Globalization Does to Organizational Identity
- 16.3 How Globalization Reshapes Internal Organizational Dynamics
- 16.4 How Global Forces Alter Leadership, Strategy, and Decision-Making
- 16.5 Leading Through Global Disruption: Managing Change Across Borders
- 16.6 Global Pressures, Organizational Responses: Strategies for Navigating Worldwide Change
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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Use leading organizational change to make better decisions at work and beyond.
Change is the hardest thing to lead. This course gives you the frameworks and practical skills to move organizations forward, not just manage them.
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Course Trailer
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FAQ
Common Questions Answered.
Everything you need to know about Leading Organizational Change — credits, grading, transfer, and how it compares to traditional options.
What is Leading Organizational Change?
Leading Organizational Change is a college-level business course covering core concepts in management, strategy, ethics, or operations. It is Business 213 — worth 3 credit hours, carrying an NCCRS recommendation from NCCRS.
What will I be able to do after finishing Leading Organizational Change?
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 Leading Organizational Change 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 Leading Organizational Change 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 Leading Organizational Change 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 Leading Organizational Change 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 Leading Organizational Change 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 Leading Organizational Change 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.
Who should take Leading Organizational Change?
Managers, HR professionals, and business majors interested in change management and consulting.
Is this an upper-level course?
Yes — it's positioned as an upper-division management elective building on core business concepts.
Are there prerequisites for Leading Organizational Change?
None required, though management fundamentals help.
Does it transfer as management core or elective?
Usually as a business/management elective — 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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Structured lessons covering every topic — designed as a standard Leading Organizational Change college-level course.
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