Empowering Leadership: A Participatory Inquiry into Enhancing Leader Self-Efficacy at M.O.S.A.I.C

This thesis focuses on the perspectives of coordinators and managers within an immigrant and refugee settlement organization named M.O.S.A.I.C. (Multi-lingual Orientation Service Association for Immigrant Communities), aiming to understand their suggestions for enhancing leader self-efficacy (LSE). Working with the methodology of action research, this study employed PhotoVoice interviews, focus groups, and an anonymous survey to inform the development of recommendations. The study adhered to established ethical principles, including those outlined by Royal Roads University, guiding the entire research process. This study investigates strategies to enhance leader self-efficacy (LSE) among coordinators and managers within M.O.S.A.I.C. Participants in the focus groups, PhotoVoice sessions, and surveys articulated twenty-five recommendations that coalesce around four overarching themes to enhance LSE at M.O.S.A.I.C. Theme 1 focuses on the need for tailored leadership training, including personalized growth plans and specialized programs addressing self-efficacy needs. Theme 2 emphasizes the importance of internal support and resources, advocating for increased financial allocations, streamlined processes, and community-building initiatives. Communication and collaboration, explored in Theme 3, highlight the significance of open dialogue, transparent communication channels, and technological enhancements. Finally, Theme 4 examines organizational culture and values, urging the promotion of inclusion, environmental responsibility, and a positive leadership culture. These findings provide a roadmap for fostering LSE, encouraging collaboration, and nurturing a supportive organizational environment within M.O.S.A.I.C. Keywords: Leadership effectiveness, leader self-efficacy, action research, M.O.S.A.I.C., organizational development, not-for-profit.

Author dc:creator

• Koch, Laurie

Advisor dc:contributor.advisor

• Etmanski, Catherine

• School of leadership studies

Language dc:language.iso

en_US

Identifier URI

https://doi.org/10.25316/IR-19503

OAI identifier oai:identifier

oai:null:10613/27863