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dc.contributor.authorKelly, Mary-Ann
dc.date.accessioned2020-06-27T01:01:14Z
dc.date.available2020-06-27T01:01:14Z
dc.date.issued2020-06-27
dc.date.submitted2020
dc.identifier.urihttps://viurrspace.ca/handle/10613/23286
dc.identifier.urihttp://dx.doi.org/10.25316/IR-15192
dc.description.abstractThis action-oriented inquiry explored how executive leadership might actively support the process of integration throughout The Family Centre in Edmonton, Alberta, Canada. Inquiry methods were grounded in dialogic organizational development and systems thinking and included a survey and a focus group with participants from all levels of leadership. Study findings included the need for clear communication including definitions of what executive leadership intended regarding integration. The study found inconsistencies among executives on their understanding and action on integration. The inquiry recommendations include strengthening executive cohesion and alignment on the definition, purpose, and principles of integration and improving internal communication and decision making. This study contributed to bodies of knowledge relating to integration, collaboration, and executive alignment while acknowledging the need for concrete structures and frameworks to reduce barriers and enhance successes.
dc.subjectCollaboration
dc.subjectCommunication
dc.subjectExecutive Alignment
dc.subjectIntegration
dc.titleA view towards integration and the role of leadership within it : a study with The Family Centre in Edmonton Alberta
dc.date.updated2020-06-27T01:01:16Z
dc.language.rfc3066en
dc.degree.nameM.A. in Leadership
dc.degree.levelMasters
dc.degree.disciplineSchool of Leadership Studies


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