{"id":{"repo_id":"tdl","oai_identifier":"oai:tdl-ir.tdl.org:1969.1/ETD-TAMU-1886"},"canonical_url":"https://search.dev.ndltd.org/etd/tdl/oai:tdl-ir.tdl.org:1969.1/ETD-TAMU-1886","repository":{"repo_id":"tdl","name":"Texas Digital Library","base_url":"https://tdl-ir.tdl.org/server/oai/request"},"display":{"title":"An ethnographic case study of transformative learning in leadership development","abstract":"This qualitative study investigated how transformative learning and membership in a community of practice influenced leadership development. It sought a phenomenological understanding of how participants made meaning of their experiences in a collegiate leadership development organization. Data were collected utilizing in-depth interviews and field observations during a prolonged period of engagement in the setting. An inductive approach was taken in data analysis using a constant comparative method in development of coding categories of recurring concepts and identification of themes. A creative synthesis of the findings is told through a richly descriptive metaphoric narrative tale of novice freshmen following a transformative spiral path to become master senior-class leaders and is graphically displayed in a leadership development model. A crystallization concept of triangulating the data and the creative analytic practice criteria of substantive contribution, aesthetic merit, reflexivity, impact, and expression of a reality framed the validity and authenticity of the study. Findings and conclusions from this ethnographic case study included the value of a holistic approach to transformative learning and leadership development; relationships founded in an ethic of caring are instrumental in fostering transformative learning and leadership development; individual meaning of leadership is constructed through participation in relational and cultural contexts; cultural values shape leadership developmental objectives and outcomes; and location ?on the edge? is a very powerful teaching place and learning site for leadership development.","abstract_html":"This qualitative study investigated how transformative learning and membership in a community of practice influenced leadership development. It sought a phenomenological understanding of how participants made meaning of their experiences in a collegiate leadership development organization. Data were collected utilizing in-depth interviews and field observations during a prolonged period of engagement in the setting. An inductive approach was taken in data analysis using a constant comparative method in development of coding categories of recurring concepts and identification of themes. A creative synthesis of the findings is told through a richly descriptive metaphoric narrative tale of novice freshmen following a transformative spiral path to become master senior-class leaders and is graphically displayed in a leadership development model. A crystallization concept of triangulating the data and the creative analytic practice criteria of substantive contribution, aesthetic merit, reflexivity, impact, and expression of a reality framed the validity and authenticity of the study. Findings and conclusions from this ethnographic case study included the value of a holistic approach to transformative learning and leadership development; relationships founded in an ethic of caring are instrumental in fostering transformative learning and leadership development; individual meaning of leadership is constructed through participation in relational and cultural contexts; cultural values shape leadership developmental objectives and outcomes; and location ?on the edge? is a very powerful teaching place and learning site for leadership development.","abstract_has_math":false,"creators":["Powell, Linda Chastain"],"institution":null,"degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Townsend, Christine"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2009,"date_issued":"2009-06-02","date_published":"2009-06-02","updated_at":"2026-08-21T22:21:56Z","subjects":["leadership development","transformative learning"],"languages":["en_US"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/1969.1/ETD-TAMU-1886","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"source_record":{"url":"https://tdl-ir.tdl.org/server/oai/request?verb=GetRecord&metadataPrefix=dim&identifier=oai%3Atdl-ir.tdl.org%3A1969.1%2FETD-TAMU-1886","prefix":"dim"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Townsend, Christine"]},{"key":"dc:creator","label":"Author","values":["Powell, Linda Chastain"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2010-01-15T00:15:03Z","2010-01-16T02:19:03Z","2017-04-07T19:56:51Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2010-01-15T00:15:03Z","2010-01-16T02:19:03Z","2017-04-07T19:56:51Z"]},{"key":"dc:date.issued","label":"Date","values":["2009-06-02"]},{"key":"dc:type","label":"Dc Type","values":["Book","Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["leadership development","transformative learning"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en_US"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/1969.1/ETD-TAMU-1886"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This qualitative study investigated how transformative learning and membership in a community of practice influenced leadership development. 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