Students pursuing a degree or concentration in Organizational Leadership complete a variety of projects as part of their degree experience, from Capstone experiences to writing business cases focused on the Psychology of Leadership. These projects represent exceptional experiential learning and a synthesis of knowledge accumulated in their coursework.


For more information, please visit https://olrc.azcast.arizona.edu/

Recent Submissions

  • Where did you go? Encouraging female participation within Red Hat, Inc.

    Whittier, Jeremy; Kalel,Christina R.; UA South Organizational Leadership (The University of Arizona., 2016-05)
    As U.S.-based companies continue to struggle to fill science, engineering and technology (SET) positions with domestic talent, a large portion of the available workforce (women) continues to be underrepresented. This project discusses the strategic advantages of encouraging female workforce participation in SET roles within global technology companies. Three publicly traded companies - Netflix, Facebook and Red Hat, Inc. - are compared utilizing self-reported diversity numbers to see the varying levels of women in those workplaces. The diversity policies and benefits programs of these three companies are discussed as well as available corporate statements regarding workforce diversity policies. Finally, utilizing information from programs proven to increase women’s participation and retention within SET roles, suggestions are provided, namely sponsorship of women in the workplace.
  • Succession Planning: The Life Cycle of an Employee

    Baray, Alec; UA South Organizational Leadership (The University of Arizona., 2016-05)
    Veridian Consumer Services* provides consumers with prescription savings solutions, useful tools and decision support to close the gaps in prescription coverage for the insured, uninsured, and under-insured and their families. This project is Phase One in a study of Veridian’s internal processes and talent management system. The evaluation seeks to gauge Veridian leadership’s knowledge of the talent management life cycle; specifically, knowledge transfer and succession planning. Study results have shown that 83 percent of Veridian Directors and Executives feel the talent management practices at the company are effective. However, executive responses also show clear areas of improvement that are needed in order for the organization to adopt an effective succession planning process. Since this study only looked at one piece of the talent management life cycle, it has some limitations. With that in mind, a conceptual framework is presented for the talent management practices, as well as a process for creating a succession plan for key leadership positions at Veridian.
  • Community Food Bank of Southern Arizona's Michael McDonald on Leadership

    Glockner, Erin; UA South Organizational Leadership (The University of Arizona., 2016-04)
    This paper analyzes Michael McDonald, a leader in the nonprofit sector in Tucson, Ariz., through the lens of leadership effectiveness. The analysis was written after a personal interview with McDonald, during which he answered questions in regard to leadership. The analysis covers his personal view on leadership and the key roles and responsibilities that he feels are associated with leading. His leadership skills and characteristics are also examined. The analysis discusses McDonald’s communication style, conflict style, and personality type. The sources of leader power specific to Michael McDonald in his current professional role are also explored.
  • Toxic Leader Transition Mini Case Study: Yahoo! Inc. 2009-2012

    Campbell, Michael; Brown, Brandy A.; UA South Organizational Leadership (The University of Arizona., 2015-02)
    Independent Case Investigation completed as part of Dr. Brown's Industrial-Organizational Psychology Lab at the University of Arizona.
  • Corporate Toxicity: The WorldCom/MCI Scandal

    Wisner, Deven L; Brown, Brandy A; UA South Organizational Leadership (The Brandy A Brown Lab Website, 2015-02-18)
    This case study provides a real-world example of corporate toxicity to illustrate the toxic triangle model and show how situations like this one come to pass (Padilla, 2013). The primary focus will be on WorldCom/MCI and the events leading to the world famous accounting scandal that came to light in 2003. This case briefly examines the three major triangle elements, (1) the role of the leader, (2) the enabling efforts of colluding and conforming followers, and (3) the conducive nature of the specific organizational context, all in correlation with the eventual destruction of the organization. Identifying these elements provides an opportunity for students to analyze an actual account of corporate toxicity through critical thinking and discussion. The questions provided are intended to stimulate a discussion focused on the: (1) events leading to the demise of the organization, (2) characteristics of the primary leader and followers, (3) role the environment played in escalating the situation, and (4) the influences of social pressures.