{"id":{"repo_id":"royalroads","oai_identifier":"oai:null:10613/26004"},"canonical_url":"https://search.dev.ndltd.org/etd/royalroads/oai:null:10613/26004","repository":{"repo_id":"royalroads","name":"Royal Roads University","base_url":"https://www.viurrspace.ca/server/oai/request"},"display":{"title":"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","abstract_html":"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","abstract_has_math":false,"creators":["Kelloway, Marilyn Josephine"],"institution":null,"degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Cady, Phil"],"committee_chairs":[],"committee_members":[],"year":2022,"date_issued":"2022-09-10","date_published":"2022-09-10","updated_at":"2026-08-21T22:21:56Z","subjects":[],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://dx.doi.org/10.25316/IR-17761"],"render_values":[{"text":"http://dx.doi.org/10.25316/IR-17761","href":"http://dx.doi.org/10.25316/IR-17761","code":true}]}]},"links":{"outbound_url":"https://viurrspace.ca/handle/10613/26004","outbound_label":"Repository record","outbound_source":"dc:identifier.uri"},"source_record":{"url":"https://www.viurrspace.ca/server/oai/request?verb=GetRecord&metadataPrefix=dim&identifier=oai%3Anull%3A10613%2F26004","prefix":"dim"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Cady, Phil"]},{"key":"dc:creator","label":"Author","values":["Kelloway, Marilyn Josephine"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2022-09-10T01:03:53Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2022-09-10T01:03:53Z"]},{"key":"dc:date.issued","label":"Date","values":["2022-09-10"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://viurrspace.ca/handle/10613/26004","http://dx.doi.org/10.25316/IR-17761"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["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"]},{"key":"dc:title","label":"Title","values":["Collaborative leadership development"]}]}],"canonical_facts":{"dc:contributor.advisor":["Cady, Phil"],"dc:creator":["Kelloway, Marilyn Josephine"],"dc:date.accessioned":["2022-09-10T01:03:53Z"],"dc:date.available":["2022-09-10T01:03:53Z"],"dc:date.issued":["2022-09-10"],"dc:description.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"],"dc:identifier.uri":["https://viurrspace.ca/handle/10613/26004","http://dx.doi.org/10.25316/IR-17761"],"dc:title":["Collaborative leadership development"]},"updated_at":"2026-08-21T22:21:56Z"}