{"id":{"repo_id":"middlesex","oai_identifier":"oai:repository.mdx.ac.uk:8q25v"},"canonical_url":"https://search.dev.ndltd.org/etd/middlesex/oai:repository.mdx.ac.uk:8q25v","repository":{"repo_id":"middlesex","name":"Middlesex University","base_url":"https://repository.mdx.ac.uk/oai2"},"display":{"title":"Bewitched, amputated or dead: an existential study of leadership stuckness","abstract":"This is a constructivist grounded theory project building a theory on the process and definition of leadership stuckness. Ten senior leaders were interviewed, and the qualitative data analysed for patterns. This led to the creation of a theory of the process of stuckness and an existential definition of stuckness. It was found that the process of leadership stuckness involves three losses: the loss of self and capacity to self-reflect, the loss of relationships, and the loss of meaning. A significant proportion of this research has been devoted to understanding how the participant and the context were perfectly primed for a merged relationship of stucknesss including the leader’s childhood and training. Other significant findings were that leadership stuckness is “normal”, occurs more than once in a lifetime, and varies in severity and complexity. An existential definition of stuckness was generated, as were recommendations for working with an existential approach to stuckness.","abstract_html":"This is a constructivist grounded theory project building a theory on the process and definition of leadership stuckness. Ten senior leaders were interviewed, and the qualitative data analysed for patterns. This led to the creation of a theory of the process of stuckness and an existential definition of stuckness. It was found that the process of leadership stuckness involves three losses: the loss of self and capacity to self-reflect, the loss of relationships, and the loss of meaning. A significant proportion of this research has been devoted to understanding how the participant and the context were perfectly primed for a merged relationship of stucknesss including the leader’s childhood and training. Other significant findings were that leadership stuckness is “normal”, occurs more than once in a lifetime, and varies in severity and complexity. An existential definition of stuckness was generated, as were recommendations for working with an existential approach to stuckness.","abstract_has_math":false,"creators":["Kukard, J."],"institution":"Middlesex University / New School of Psychotherapy and Counselling (NSPC)","degree_name":null,"degree_level":"DProf thesis","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2021,"date_issued":"2021","date_published":"2021","updated_at":"2026-07-24T03:04:03Z","subjects":["Leadership, stuckness, constructivist grounded theory, existential psychotherapy, existential coaching, leadership development"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["oai:repository.mdx.ac.uk:8q25v"],"render_values":[{"text":"oai:repository.mdx.ac.uk:8q25v","href":null,"code":true}]}]},"links":{"outbound_url":null,"outbound_label":null,"outbound_source":null},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Kukard, J."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2021"]},{"key":"dc:date.issued","label":"Date","values":["2021"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["Psychology"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["Middlesex University / New School of Psychotherapy and Counselling (NSPC)"]},{"key":"dc:relation","label":"Dc Relation","values":["https://repository.mdx.ac.uk/item/8q25v"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://repository.mdx.ac.uk/item/8q25v"]},{"key":"dc:type","label":"Dc Type","values":["Thesis or dissertation"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["DProf thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Leadership, stuckness, constructivist grounded theory, existential psychotherapy, existential coaching, leadership development"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["oai:repository.mdx.ac.uk:8q25v"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://repository.mdx.ac.uk/download/3f4bc05c8d0d8b5a6122b6e5d0c354223638477ee94a9eda354f03eb632876cc/5697856/JMKukard%20thesis.pdf"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["This is a constructivist grounded theory project building a theory on the process and definition of leadership stuckness. Ten senior leaders were interviewed, and the qualitative data analysed for patterns. This led to the creation of a theory of the process of stuckness and an existential definition of stuckness. It was found that the process of leadership stuckness involves three losses: the loss of self and capacity to self-reflect, the loss of relationships, and the loss of meaning. A significant proportion of this research has been devoted to understanding how the participant and the context were perfectly primed for a merged relationship of stucknesss including the leader’s childhood and training. Other significant findings were that leadership stuckness is “normal”, occurs more than once in a lifetime, and varies in severity and complexity. An existential definition of stuckness was generated, as were recommendations for working with an existential approach to stuckness."]},{"key":"dc:description.abstract","label":"Abstract","values":["This is a constructivist grounded theory project building a theory on the process and definition of leadership stuckness. Ten senior leaders were interviewed, and the qualitative data analysed for patterns. This led to the creation of a theory of the process of stuckness and an existential definition of stuckness. It was found that the process of leadership stuckness involves three losses: the loss of self and capacity to self-reflect, the loss of relationships, and the loss of meaning. A significant proportion of this research has been devoted to understanding how the participant and the context were perfectly primed for a merged relationship of stucknesss including the leader’s childhood and training. Other significant findings were that leadership stuckness is “normal”, occurs more than once in a lifetime, and varies in severity and complexity. An existential definition of stuckness was generated, as were recommendations for working with an existential approach to stuckness."]},{"key":"dc:title","label":"Title","values":["Bewitched, amputated or dead: an existential study of leadership stuckness"]}]}],"canonical_facts":{"dc:creator":["Kukard, J."],"dc:date":["2021"],"dc:date.issued":["2021"],"dc:description":["This is a constructivist grounded theory project building a theory on the process and definition of leadership stuckness. Ten senior leaders were interviewed, and the qualitative data analysed for patterns. This led to the creation of a theory of the process of stuckness and an existential definition of stuckness. It was found that the process of leadership stuckness involves three losses: the loss of self and capacity to self-reflect, the loss of relationships, and the loss of meaning. A significant proportion of this research has been devoted to understanding how the participant and the context were perfectly primed for a merged relationship of stucknesss including the leader’s childhood and training. Other significant findings were that leadership stuckness is “normal”, occurs more than once in a lifetime, and varies in severity and complexity. An existential definition of stuckness was generated, as were recommendations for working with an existential approach to stuckness."],"dc:description.abstract":["This is a constructivist grounded theory project building a theory on the process and definition of leadership stuckness. Ten senior leaders were interviewed, and the qualitative data analysed for patterns. This led to the creation of a theory of the process of stuckness and an existential definition of stuckness. It was found that the process of leadership stuckness involves three losses: the loss of self and capacity to self-reflect, the loss of relationships, and the loss of meaning. A significant proportion of this research has been devoted to understanding how the participant and the context were perfectly primed for a merged relationship of stucknesss including the leader’s childhood and training. Other significant findings were that leadership stuckness is “normal”, occurs more than once in a lifetime, and varies in severity and complexity. An existential definition of stuckness was generated, as were recommendations for working with an existential approach to stuckness."],"dc:identifier":["oai:repository.mdx.ac.uk:8q25v"],"dc:identifier.uri":["https://repository.mdx.ac.uk/download/3f4bc05c8d0d8b5a6122b6e5d0c354223638477ee94a9eda354f03eb632876cc/5697856/JMKukard%20thesis.pdf"],"dc:publisher.department":["Psychology"],"dc:publisher.institution":["Middlesex University / New School of Psychotherapy and Counselling (NSPC)"],"dc:relation":["https://repository.mdx.ac.uk/item/8q25v"],"dc:relation.isreferencedby":["https://repository.mdx.ac.uk/item/8q25v"],"dc:subject":["Leadership, stuckness, constructivist grounded theory, existential psychotherapy, existential coaching, leadership development"],"dc:title":["Bewitched, amputated or dead: an existential study of leadership stuckness"],"dc:type":["Thesis or dissertation"],"dc:type.qualificationlevel":["DProf thesis"]},"updated_at":"2026-07-24T03:04:03Z"}