Collaborative leadership development

Abstract

This research focused on answering the primary question: How might Global Energy balance training centralization and decentralization to support future leadership development? Using an action research engagement methodology, I conducted semistructured individual interviews and a facilitated group discussion to gather data. The study identified several underlying polarities that challenged collaboration and prevented a core common leadership development process. Having no agreed common approach for leadership development encouraged widespread variation, and, in some cases, no leadership development support. Final recommendations summarized steps to establish a more collaborative process, including identifying and prioritizing polarities that dissuade a collaborative leadership development approach involving all centralized and decentralized stakeholders, implementing a team learning approach to leadership development, leveraging decision making and risk competence as the foundational building blocks, and creating a prevailing list of the leadership skills and tools required for Global Energy leaders to enhance the foundation of decision making and risk competence. Keywords: Action research engagement, polarity, polarity management, leadership, learning organization, collaboration, centralized and decentralized, Cynefin framework