Students smiling while sitting in class

Part-Time MBA concentration in Strategy & Leadership

Successful businesses and organizations don’t happen by accident. They are the result of good strategy, strong leaders and in today's world, a global mindset.

The Strategy & Leadership concentration prepares you to step into strategic management and organizational leadership positions, and is particularly helpful when paired with a functional discipline like finance, marketing or supply chain.

My Passion is Strategy - Jennifer, Rutgers MBA '12


You can choose from one of two tracks

The Strategy track prepares you to develop and execute organizational and business strategies, create or extend new products and services to cope with technological and market changes, manage mergers, acquisitions and alliances, and build organizational capabilities for long-term competitive advantage.

The Leadership track prepares you to manage people, teams, and organizations. Courses in executive leadership, creative decision making, human resource management, team building, management consulting, negotiations, and change management provide you with the tools you need to be a successful organizational leader.

Rutgers STEM MBA

You can now choose to earn a STEM degree with any of our MBA concentrations. To qualify, you must complete 50% of the total required degree credits for your program with courses that fall under STEM. The Core Curriculum provides 9 STEM credits. I you are seeking the STEM certification, you should take Data Analysis & Decision Making as a Foundation course, at least 3 STEM-designated Concentration Courses, and additional STEM Foundation or Elective courses.

(*) Indicates a STEM-designated course

Course Descriptions

  • Credit totals may vary per group depending on the courses taken. Speak with an advisor for questions related to degree completeness.

In this concentration, students have the option of choosing 1 track, either the Strategy track OR the Leadership track.

Each track is 4 courses (12 credits) for a primary concentration. They are the same concentration and therefore the tracks cannot be combined. This includes making one track a primary concentration and the other a secondary concentration.

Students can take this concentration as a secondary concentration if 9 credits in their track are completed.

Foundation Course Requirement: Strategic Management is part of the MBA Curriculum and is required for all students who choose this concentration.

22:620:588 - Strategic Management - 2 credits

This course provides an introduction and overview of the strategic planning process, examination and evaluation of the strategies, and strategy implementation practices used by organizations to achieve competitive advantage and deliver high performance. Topics include analysis of the external and internal business environment; review of functional, business unit, and corporate level strategies; and discussion of the role of culture, structure, systems and processes in effective strategy planning and implementation. This seminar style course combines lecture, class discussion, readings, and case studies.

All courses listed are worth 3 credits

Strategy Track

Required Courses

(Choose 2, 3, or 4 of these courses)

22:620:679 - Corporate Strategy

This course focuses on the strategic, organizational, and leadership challenges that "multi-business" organizations face, providing students with perspectives on how corporations formulate a vision, develop strategies to allocate resources, and create synergies across their portfolio of businesses. The course offers practical and field tested methods used by corporate leaders to achieve sustained results. Students will discuss case studies to examine strategies of successful and failed corporations. Executive guest speakers will be invited to the class to discuss their corporate strategy perspectives.

Prerequisite: Strategic Management (22:620:588 (PT))

22:553:621 - Global Management Strategy

Addresses the creation of competitive advantage in the multinational firm as well as the complexities of managing a multinational firm. Examines the nature of global industries and global competition to assist managers in understanding how to create and administer a successful global strategy.

22:620:601 - Management of Innovation and Technology *(STEM course)

Examines a variety of problems in the management of science and technology with emphasis on the strategic management of technology. Topics include integration of business strategy with technology, the product development process, manufacturing/process technologies, time to market, technology-based strategic alliances, and technology venture development. Case studies will be used extensively. Should be of interest to people working or intending to work in any functional area in an organization which develops or uses new technology-based products or services.

Prerequisite: Organizational Behavior (22:620:585 (PT))

22:620:680 - Mergers, Acquisitions, and Alliances

This course provides an overview of the principles, tools, processes, and practices used by senior executives, investment bankers, venture capitalists, and consultants to manage mergers and acquisitions (M&A) and strategic alliances (SA) that achieve/sustain competitive advantage and deliver intended performance levels. Topics include: strategic and practical considerations for pursuing mergers, acquisitions, and alliances; understanding the underlying economics, financial, cultural and legal implications of M&A; identifying and evaluating acquisition targets and establishing priorities and valuations; negotiating the deal for M&A and SA, and structuring transactions and agreements; managing M&A integration and SA cooperation; and a discussion of exemplary processes and practices in M&A and SA.

Prerequisite: Strategic Management (22:620:588 (PT))

Recommended: Corporate Strategy (22:620:679) be taken prior to this course


(Choose up to 2 courses)

22:553:677 - Business in Emerging Markets - Opportunities and Challenges

This course lays the foundations of strategy making in emerging markets, with an emphasis on the Asian Markets (China, India, Southeast Asia), Brazil, and Russia. Utilizing frameworks from mainstream strategy and international business disciplines, the course analyzes emerging markets from the perspective of two related phenomena: (1) multinationals from developed markets trying to tap into emerging markets; and (2) companies from emerging markets globalizing their operations and consequently changing the global competitive landscape. By drawing from both Strategy and International Business, the course provides students with a unique understanding of the influence of external business environments on organizations' strategy and operations in emerging markets that is increasingly important in leading organizations in the global context.

22:620:603 - Executive Leadership

Examines the characteristics and skills that allow leaders to make positive contributions to their organizations. Offers students the opportunity to improve their skills through the use of simulations, role-plays, case analyses, and discussions. Skills examined and practiced in this course include developing and communicating a vision, systems thinking, team building, and decision making.

Prerequisite: Organizational Behavior (22:620:585 (PT))

22:620:624 - Opportunity Identification and Evaluation

This course offers a framework for understanding the entrepreneurial process and exposes students to challenges, problems, and issues faced by entrepreneurs who start new businesses. A case study of actual business scenarios is the principal teaching method, supplemented by lectures, business cases, and guest speakers. The guest speakers will be executives who either run their own business or manage a division of a large company. Students should be prepared to ask guest speakers questions about their businesses and how they solved issues that arrive. i.e. Raising capital is an issue for every business owner and its part of the class assignment. Questions around this topic should assist with understanding this topic. Major objectives are for students to learn how to identify and evaluate venture (e.g., business, non-profits, grassroots) opportunities, develop a venture concept, assess and obtain the required resources, and manage its growth.

22:620:606 - Managing Strategic Transformations

Explores new approaches for organizing the total enterprise, including structuring, processes, and culture. Using cases and simulations, new forms of organizing are linked to various competitive strategies and to performance, and skills for designing, implementing, and managing strategic transformation are developed.

Prerequisite: Organizational Behavior (22:620:585 (PT))

22:620:609 - Management Consulting

Develops management consulting skills by examining best practices for introducing change by internal and external consultants. Examines various aspects of the consulting process including assessment and diagnosis, contracting, data collection and feedback techniques, commitment, resistance to change, implementation, evaluation, and ethics. Combines lectures, class discussions, and case analyses as vehicles for application of theory in action.

Prerequisite: Organizational Behavior (22:620:585 (PT))

22:620:617 - Negotiations

Provides an introduction to the principles, practice, and processes of negotiations as a management skill with bosses, subordinates, peers, clients, and customers. Discussion of the preparation and planning for negotiation, the strategy and tactics of negotiation, issues regarding both distributive and integrative bargaining, and ethics in negotiation.

Students can choose any 1 course from the Optional Elective list

Optional Elective

22:620:648 - Cross Cultural Management

This course is designed to address the needs of executives with leadership and/or senior management responsibilities in global businesses. It focuses on the uniquely different aspects of leading a multinational organization across different cultures and interacting with a globally dispersed workforce. Many businesses today do not grant full autonomy to their foreign-based subsidiaries choosing instead to centralize decision-making using a global or transnational strategic platform while implementing these strategies at a global, regional, and local level. This approach requires leaders with global responsibilities to understand the cultural differences that exist in various regions and countries in which they operate and the implications of those cultural differences in making and implementing strategic decisions regarding marketing strategies, operations/supply chain strategies, HR strategies including hiring and engaging key executives and managers, and business development strategies.

22:553:67X - Various Global Experience Courses*: e.g., Doing Business in China, Doing Business in South Africa, Doing Business in India

22:553:671 - Doing Business in China

This unique course features a study trip to China. The objective of the course is to learn about China's dynamic economy and business environment through hands-on learning. This course is open to all students (MBA, Masters, and undergraduate) and alums. Students should consult with the department chair of their concentration to see if this course will count toward their concentration. For anyone interested in doing business in China, or knowing more about one of the most important developing economies today, this course is a must.

*Note: Global Experience courses involve travel of a country or region in addition to classroom instruction at RBS. Travel destinations for Global Experience courses vary. Travel courses that do not involve RBS faculty cannot be counted toward the concentration.

22:620:604 - Human Resource Management

Provides an overview of the HR function's traditional focus (selection, training, performance management, legal issues), while also delving into more contemporary challenges that include managing change, the changing nature of work and work practices, international and cross-cultural considerations, and the future of HR itself. Students learn a variety of skills and tools that can be utilized to effectively deal with these day-to-day challenges in the workplace.

Prerequisite: Organizational Behavior (22:620:585 (PT))

22:620:654 - Managing Growing Ventures

Small and medium businesses are the backbone of the modern economy by creating wealth and jobs.  In this course, students learn how to plan and manage the various activities essential for effectively running a small business and how to recognize and avoid the common mistakes made by small business managers. This course offers an overview of running a small business including a discussion of leadership, strategy, marketing, finance, operations, human resources, supplier management, facilities, banking, legal and regulatory considerations.  These topics are integrated and presented in the context of a small business environment. A combination of business case examples and text will be used to supplement lectures, student project work and guest speakers.

22:620:615 - Managing Organizational Diversity

Helps students understand themselves at their own place (within cultures and subcultures) and their responses to difference; other people (bosses, coworkers, subordinates, clients, and customers); differences among organizations; and the skills for managing diversity well. Develops the point that managing diversity well is the essence of good management for the coming decades.

22:620:608 - Team Building and Group Process

Examines the skills needed to successfully create and manage teams in organizations. Offers students the opportunity to improve their skills through the use of simulations, role-plays, case analyses, and discussions. Skills examined and practiced in this course include team building, conflict management, decision making, and strategic thinking.

Prerequisite: Organizational Behavior (22:620:585 (PT))

22:620:590- Introduction to Corporate Social Innovation

Helps prepare leaders of tomorrow to create profitable and sustainable business opportunities in a world undergoing massive and transformational change. Provides an overview of "mission driven" and responsibility-centered business practices. Using case studies, guest speakers, group projects and course readings, students gain broad understanding of the many ways they can pursue positive, innovative and sustainable change, while developing the skills, knowledge and practices for building innovative organizations that contribute to solving complex social, ecological, and economic problems.

Leadership Track

Required Courses

(Choose 2, 3, or 4 of these courses)

Course # Title
22:620:603 Executive Leadership
22:620:604 Human Resource Management
22:620:617 Negotiations
22:620:608 Team Building and Group Process


(Choose up to 2 courses)

Course # Title
22:620:679 Corporate Strategy
22:620:648 Cross Cultural Management
22:620:615 Managing Organizational Diversity
22:620:606 Managing Strategic Transformations
22:620:609 Management Consulting
22:620:590 Introduction to Corporate Social Innovation
Any 1 course from the Optional Elective list below  

Optional Elective

Course # Title
22:553:671 Various Global Experience Courses*: e.g., Doing Business in China, Doing Business in South Africa, Doing Business in India
22:620:624 Foundations of Entrepreneurship
22:553:621 Global Management Strategy
22:620:601 Management of Innovation & Technology
22:620:680 Mergers, Acquisitions, and Alliances
22:620:672 Urban Entrepreneurship & Economic Development

**Note: This course can be counted as an elective if it is not already counted towards the MBA Curriculum's Integrative Course Requirement.

My experience as an MBA student at Rutgers Business School was foundational for everything that I accomplished in my professional life post-graduation … I’ve never seen the business school as strong as it is today—truly world-class and among the most sought-after programs in all of Rutgers University.
—  Gary M. Cohen, Executive Vice President and President, Global Health and Development, Becton, Dickinson and Company