Weaving Concepts and Competencies for Dialectical Leadership

This first-person thesis explores the research question: How might practising dialectical thinking enhance my leadership practice? Using a first-person action research methodology, I employed reflexive journaling, semistructured interviews with feedback participants, and arts-based methods to examine the complex conditions I face as a leader and how I might develop my capacity for dialectical thinking. In adherence with Royal Roads University’s research requirements this study draws from my personal experiences, reflections, observations, and participant discussions. Key findings include balancing dichotomies and polarities expanded my sense of possibility, applying dialectical thinking heightened internal tensions, dialogue revealed new options amid uncertainty, transparency disrupts inequities and fosters trust, and practising dialectical thinking was difficult when under pressure. Based on these findings, my recommendations are to prepare for dialectical thinking through foundational competency and capacity building and learn the concepts associated with dialectical thinking through a scaffolded model.

Author dc:creator

• Haley, Kate, Victoria

Advisor dc:contributor.advisor

• MacGillivray, Alice

• School of leadership studies

Language dc:language.iso

en_US

Identifier URI

https://doi.org/10.25316/IR-20451

OAI identifier oai:identifier

oai:null:10613/28887