The course discussed in this article uses an integrative approach in presenting the concept of social capital and power to Executive MBA students at a large public university in the southwestern United States, where a majority of the students are members of non-dominant racial, gender and ethnicity groups. The article describes the theoretical constructs of social capital, power, and influence; notes how ascribed characteristics such as race and gender affect social capital and power; discusses how the application of these constructs can be understood in the context of organizations; and presents examples of student writings used to assess learning outcomes. (Contains 1 note.)