{"id":{"repo_id":"alverno","oai_identifier":"oai:alverno.omeka.net:238"},"canonical_url":"https://search.dev.ndltd.org/etd/alverno/oai:alverno.omeka.net:238","repository":{"repo_id":"alverno","name":"Alverno College","base_url":"https://alverno.omeka.net/oai-pmh-repository/request"},"display":{"title":"Leadership feedback systems - Self-awareness, acceptance and implementation of feedback","abstract":"Cook, Julieane M. This study aims to understand the relationship between feedback, self-awareness, and self-reflection in school leaders. Current literature and research point directly to the importance of feedback in the forms of recognition, coaching, and progress review. Feedback is important in the school setting for both teachers and students while feedback to school leaders and the effects it can have on student achievement is less clear. Ethical, moral and transformational leadership theories were reviewed with a specific lens of feedback, self-awareness, and self-reflection. This research is needed to further understand leadership effectiveness and a leader’s ability to improve their school environment. Participants in this study are K-8 grade school principals or assistant principals in an urban school district that utilizes Gallup’s Q12 survey to gauge organizational health. The study conducted was a qualitative phenomenological study consisting of semi-structured interviews. Interviews were transcribed, coded, and analyzed for themes around feedback, self-awareness and reflection. Analysis of the results show consistent themes on the need for feedback, awareness of feedback blocks, and self-reflection as a daily tool for leaders. The study finds that more attention to self-awareness and reflection is needed in leadership development. Additionally, new themes emerged around the importance of relationships, spirituality, and acknowledgement of personality traits like perfectionism. This study concludes with a deeper understanding of leadership feedback systems that include self-awareness and self-reflection. This study was limited due to sample size but could be replicated in multiple ways with school leaders, preservice leaders, and leaders in other career fields.","abstract_html":"Cook, Julieane M. This study aims to understand the relationship between feedback, self-awareness, and self-reflection in school leaders. Current literature and research point directly to the importance of feedback in the forms of recognition, coaching, and progress review. Feedback is important in the school setting for both teachers and students while feedback to school leaders and the effects it can have on student achievement is less clear. Ethical, moral and transformational leadership theories were reviewed with a specific lens of feedback, self-awareness, and self-reflection. This research is needed to further understand leadership effectiveness and a leader’s ability to improve their school environment. Participants in this study are K-8 grade school principals or assistant principals in an urban school district that utilizes Gallup’s Q12 survey to gauge organizational health. The study conducted was a qualitative phenomenological study consisting of semi-structured interviews. Interviews were transcribed, coded, and analyzed for themes around feedback, self-awareness and reflection. Analysis of the results show consistent themes on the need for feedback, awareness of feedback blocks, and self-reflection as a daily tool for leaders. The study finds that more attention to self-awareness and reflection is needed in leadership development. Additionally, new themes emerged around the importance of relationships, spirituality, and acknowledgement of personality traits like perfectionism. This study concludes with a deeper understanding of leadership feedback systems that include self-awareness and self-reflection. This study was limited due to sample size but could be replicated in multiple ways with school leaders, preservice leaders, and leaders in other career fields.","abstract_has_math":false,"creators":["Cook, Julieane M."],"institution":"Alverno College","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2022,"date_issued":"2022","date_published":"2022","updated_at":"2026-07-27T18:44:28Z","subjects":["Leadership","Feedback","Feedback blocks","Self-awareness","Self-reflection","Spirituality","Conformity","Nonconformity","Strengths","Weaknesses","Vulternability","Authenticity","School administrators"],"languages":["English"],"rights":["These materials may be used by individuals and libraries for personal use, research, teaching (including distribution to classes), or for any fair use as defined by U.S. Copyright Law."],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://alverno.omeka.net/items/show/238","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Cook, Julieane M."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2022"]},{"key":"dc:publisher","label":"Institution","values":["Alverno College"]},{"key":"dc:type","label":"Dc Type","values":["Text","Dissertation"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Leadership","Feedback","Feedback blocks","Self-awareness","Self-reflection","Spirituality","Conformity","Nonconformity","Strengths","Weaknesses","Vulternability","Authenticity","School administrators"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["English"]},{"key":"dc:rights","label":"Dc Rights","values":["These materials may be used by individuals and libraries for personal use, research, teaching (including distribution to classes), or for any fair use as defined by U.S. Copyright Law."]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://alverno.omeka.net/items/show/238"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Cook, Julieane M. This study aims to understand the relationship between feedback, self-awareness, and self-reflection in school leaders. Current literature and research point directly to the importance of feedback in the forms of recognition, coaching, and progress review. Feedback is important in the school setting for both teachers and students while feedback to school leaders and the effects it can have on student achievement is less clear. Ethical, moral and transformational leadership theories were reviewed with a specific lens of feedback, self-awareness, and self-reflection. This research is needed to further understand leadership effectiveness and a leader’s ability to improve their school environment. Participants in this study are K-8 grade school principals or assistant principals in an urban school district that utilizes Gallup’s Q12 survey to gauge organizational health. The study conducted was a qualitative phenomenological study consisting of semi-structured interviews. Interviews were transcribed, coded, and analyzed for themes around feedback, self-awareness and reflection. Analysis of the results show consistent themes on the need for feedback, awareness of feedback blocks, and self-reflection as a daily tool for leaders. The study finds that more attention to self-awareness and reflection is needed in leadership development. Additionally, new themes emerged around the importance of relationships, spirituality, and acknowledgement of personality traits like perfectionism. This study concludes with a deeper understanding of leadership feedback systems that include self-awareness and self-reflection. This study was limited due to sample size but could be replicated in multiple ways with school leaders, preservice leaders, and leaders in other career fields."]},{"key":"dc:format","label":"Dc Format","values":["PDF"]},{"key":"dc:title","label":"Title","values":["Leadership feedback systems - Self-awareness, acceptance and implementation of feedback"]}]}],"canonical_facts":{"dc:creator":["Cook, Julieane M."],"dc:date":["2022"],"dc:description":["Cook, Julieane M. This study aims to understand the relationship between feedback, self-awareness, and self-reflection in school leaders. Current literature and research point directly to the importance of feedback in the forms of recognition, coaching, and progress review. Feedback is important in the school setting for both teachers and students while feedback to school leaders and the effects it can have on student achievement is less clear. Ethical, moral and transformational leadership theories were reviewed with a specific lens of feedback, self-awareness, and self-reflection. This research is needed to further understand leadership effectiveness and a leader’s ability to improve their school environment. Participants in this study are K-8 grade school principals or assistant principals in an urban school district that utilizes Gallup’s Q12 survey to gauge organizational health. The study conducted was a qualitative phenomenological study consisting of semi-structured interviews. Interviews were transcribed, coded, and analyzed for themes around feedback, self-awareness and reflection. Analysis of the results show consistent themes on the need for feedback, awareness of feedback blocks, and self-reflection as a daily tool for leaders. The study finds that more attention to self-awareness and reflection is needed in leadership development. Additionally, new themes emerged around the importance of relationships, spirituality, and acknowledgement of personality traits like perfectionism. This study concludes with a deeper understanding of leadership feedback systems that include self-awareness and self-reflection. This study was limited due to sample size but could be replicated in multiple ways with school leaders, preservice leaders, and leaders in other career fields."],"dc:format":["PDF"],"dc:identifier":["https://alverno.omeka.net/items/show/238"],"dc:language":["English"],"dc:publisher":["Alverno College"],"dc:rights":["These materials may be used by individuals and libraries for personal use, research, teaching (including distribution to classes), or for any fair use as defined by U.S. Copyright Law."],"dc:subject":["Leadership","Feedback","Feedback blocks","Self-awareness","Self-reflection","Spirituality","Conformity","Nonconformity","Strengths","Weaknesses","Vulternability","Authenticity","School administrators"],"dc:title":["Leadership feedback systems - Self-awareness, acceptance and implementation of feedback"],"dc:type":["Text","Dissertation"]},"updated_at":"2026-07-27T18:44:28Z"}