Take My SNHU OL 670 Class

OL 670 usually opens by moving leadership from the person to the organization. Students ask what changes when a leader's decisions affect whole divisions: the shift from doing to directing, from managing tasks to shaping context, and from personal influence to influence through systems, structures and other leaders.

Strategic leadership comes next in many outlines. OL 670 students study how senior leaders craft and communicate direction, balance short-term results with long-term health, and use vision and values to guide decisions they will never personally see. Cases often compare leaders who turned an organization around with those who drove it into decline.

The middle of the course typically focuses on leadership as a capability the organization builds. Leadership pipelines and succession planning, development programs, coaching and mentoring, 360-degree feedback and the leadership competencies an organization chooses to reward all appear, along with followership and the leader's dependence on those who carry out the work.

Later OL 670 modules commonly address ethical, authentic and inclusive leadership, leading through crisis and leading across cultures and boundaries. The final project, built in milestones in the SNHU style, often assesses leadership in one organization and recommends how to strengthen it. Basic course facts are in the table below.

OL 670 work starts with the organization the final project will study. Large organizations with visible leadership choices make rich subjects: a health system replacing half its senior team, a retailer known for promoting from within, a tech company whose founder's style shaped everything after.

The consultant then places every OL 670 deliverable on your section's calendar, from the early leader case studies through the strategic leadership paper, the pipeline and development analysis and the ethics and crisis work to each stage of the final project. You get that plan in week one.

Forum posts apply each module's idea to a named leader or organization, for example how a chief executive's apology after a fatal product failure rebuilt or failed to rebuild trust, and replies to classmates ask how the leader's choice played out three levels down the organization.

Grader notes on early OL 670 papers shape the final project, so its recommendations answer the questions your instructor raised about evidence and organizational reach.

OL 670 goes to consultants with graduate degrees in organizational leadership or industrial and organizational psychology, many with doctoral training, who have designed executive development programs, run succession reviews and coached senior leaders.

They know how organizations actually choose and grow their leaders: the nine-box grids used in talent reviews, the gap between stated competencies and who really gets promoted, and why a brilliant individual contributor can struggle as a director. That inside view gives OL 670 papers credibility.

A second consultant reviews each OL 670 paper for claims backed by research and for recommendations that operate at the organizational level, not just the individual one.

Several have coached executives through public crises, so their analyses of crisis leadership come from experience.

Level of analysis is the first difficulty in OL 670. Students write about a leader's personality and style, which suits a team-leadership course, while OL 670 asks how leaders shape the organization through strategy, systems, culture and the leaders they develop.

Evidence is the second. Case analyses of famous executives often lean on biographies and press profiles; graduate graders want peer-reviewed research on strategic leadership, succession and development to support each claim.

The pipeline work is the third. Students describe a development program without asking whether it produces leaders the organization needs, how success is measured or how the program connects to succession decisions.

The final OL 670 project brings the last challenge: recommendations that change the system. Advice that the CEO should be more inspiring earns little; changes to how leaders are selected, developed, evaluated and rewarded, with measures, earn the marks.

The leader case studies, the pipeline and development analysis and the final project take the most OL 670 time. Forum weeks are lighter.

The OL 670 quote depends largely on the organization you choose, a well-documented public company or your own employer described from inside, and on whether the final project is in scope.

Name the OL 670 organization and send the outline for a figure.

Each OL 670 paper is dated separately, and a start in the first module lets one organization's leadership story run through the whole course.

An organization with a public succession event, a new chief executive, a founder stepping back, a leadership academy profiled in the press, usually gives OL 670 papers the most evidence to work with and can shorten the research.