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dc.contributor.advisorCady, Phil
dc.contributor.authorKelloway, Marilyn Josephine
dc.date.accessioned2022-09-10T01:03:53Z
dc.date.available2022-09-10T01:03:53Z
dc.date.issued2022-09-10
dc.date.submitted2022
dc.identifier.urihttps://viurrspace.ca/handle/10613/26004
dc.identifier.urihttp://dx.doi.org/10.25316/IR-17761
dc.description.abstractThis 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
dc.titleCollaborative leadership development
dc.date.updated2022-09-10T01:03:57Z
dc.language.rfc3066en
dc.degree.nameM.A. in Leadership
dc.degree.levelMasters
dc.degree.disciplineSchool of Leadership Studies


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