{"id":{"repo_id":"the-open-u","oai_identifier":"oai:oro.open.ac.uk:49112"},"canonical_url":"https://search.dev.ndltd.org/etd/the-open-u/oai:oro.open.ac.uk:49112","repository":{"repo_id":"the-open-u","name":"The Open University","base_url":"https://oro.open.ac.uk/cgi/oai2"},"display":{"title":"A reflective journey with a college leader managing change in her own organization by employing an action research approach","abstract":"This study investigates emergent problems by taking on the double role of being a leader and change agent in my own organization. An action research methodology was employed to deal with role conflicts and dynamic change processes. The findings were gained over a period of three years, working through four action research cycles. They provide, on the one hand, insights into how I solved arising conflicts concerning the double role, and, on the other hand, how frame-breaking change was managed by applying an action research stance. For the former, I entered a personal reflection discourse for analysing emerging data generated from managing new realities and changing relationships with my co-researchers. This meant that my literature review focused on change and diagnostic instruments of change, as well as on leadership models and leadership styles. The advantage was that I had to study the relevant theories in real time and could apply them directly. Simultaneously, however, I also had to reflect emerging problems by employing these theories in my leadership and research practice. For this continuous and two-way reflection process I utilized a personal diary. Using an action research approach proved to be time- and labour-intensive, as well as an emotionally demanding process. However, it allowed me to steer and lead through change and empower my co-researchers to discover positive solutions to cope with frame-breaking transformation. The methodology of action research supported a systematic approach to transformation in order to realize the necessary adaptations.","abstract_html":"This study investigates emergent problems by taking on the double role of being a leader and change agent in my own organization. An action research methodology was employed to deal with role conflicts and dynamic change processes. The findings were gained over a period of three years, working through four action research cycles. They provide, on the one hand, insights into how I solved arising conflicts concerning the double role, and, on the other hand, how frame-breaking change was managed by applying an action research stance. For the former, I entered a personal reflection discourse for analysing emerging data generated from managing new realities and changing relationships with my co-researchers. This meant that my literature review focused on change and diagnostic instruments of change, as well as on leadership models and leadership styles. The advantage was that I had to study the relevant theories in real time and could apply them directly. Simultaneously, however, I also had to reflect emerging problems by employing these theories in my leadership and research practice. For this continuous and two-way reflection process I utilized a personal diary. Using an action research approach proved to be time- and labour-intensive, as well as an emotionally demanding process. However, it allowed me to steer and lead through change and empower my co-researchers to discover positive solutions to cope with frame-breaking transformation. The methodology of action research supported a systematic approach to transformation in order to realize the necessary adaptations.","abstract_has_math":false,"creators":["Warnett, Esther"],"institution":"The Open University","degree_name":null,"degree_level":"edd","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2012,"date_issued":"2012","date_published":"2012","updated_at":"2026-07-24T05:02:31Z","subjects":[],"languages":["en"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":null,"outbound_label":null,"outbound_source":null},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Warnett, Esther"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2012"]},{"key":"dc:date.issued","label":"Date","values":["2012"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["The Open University"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://oro.open.ac.uk/49112/"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["edd"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://oro.open.ac.uk/49112/1/580662.pdf"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This study investigates emergent problems by taking on the double role of being a leader and change agent in my own organization. An action research methodology was employed to deal with role conflicts and dynamic change processes. The findings were gained over a period of three years, working through four action research cycles. They provide, on the one hand, insights into how I solved arising conflicts concerning the double role, and, on the other hand, how frame-breaking change was managed by applying an action research stance. For the former, I entered a personal reflection discourse for analysing emerging data generated from managing new realities and changing relationships with my co-researchers. This meant that my literature review focused on change and diagnostic instruments of change, as well as on leadership models and leadership styles. The advantage was that I had to study the relevant theories in real time and could apply them directly. Simultaneously, however, I also had to reflect emerging problems by employing these theories in my leadership and research practice. For this continuous and two-way reflection process I utilized a personal diary. Using an action research approach proved to be time- and labour-intensive, as well as an emotionally demanding process. However, it allowed me to steer and lead through change and empower my co-researchers to discover positive solutions to cope with frame-breaking transformation. The methodology of action research supported a systematic approach to transformation in order to realize the necessary adaptations."]},{"key":"dc:format","label":"Dc Format","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["A reflective journey with a college leader managing change in her own organization by employing an action research approach"]}]}],"canonical_facts":{"dc:creator":["Warnett, Esther"],"dc:date":["2012"],"dc:date.issued":["2012"],"dc:description.abstract":["This study investigates emergent problems by taking on the double role of being a leader and change agent in my own organization. An action research methodology was employed to deal with role conflicts and dynamic change processes. The findings were gained over a period of three years, working through four action research cycles. They provide, on the one hand, insights into how I solved arising conflicts concerning the double role, and, on the other hand, how frame-breaking change was managed by applying an action research stance. For the former, I entered a personal reflection discourse for analysing emerging data generated from managing new realities and changing relationships with my co-researchers. This meant that my literature review focused on change and diagnostic instruments of change, as well as on leadership models and leadership styles. The advantage was that I had to study the relevant theories in real time and could apply them directly. Simultaneously, however, I also had to reflect emerging problems by employing these theories in my leadership and research practice. For this continuous and two-way reflection process I utilized a personal diary. Using an action research approach proved to be time- and labour-intensive, as well as an emotionally demanding process. However, it allowed me to steer and lead through change and empower my co-researchers to discover positive solutions to cope with frame-breaking transformation. The methodology of action research supported a systematic approach to transformation in order to realize the necessary adaptations."],"dc:format":["application/pdf"],"dc:identifier.uri":["https://oro.open.ac.uk/49112/1/580662.pdf"],"dc:language":["en"],"dc:publisher.institution":["The Open University"],"dc:relation.isreferencedby":["https://oro.open.ac.uk/49112/"],"dc:title":["A reflective journey with a college leader managing change in her own organization by employing an action research approach"],"dc:type":["Thesis"],"dc:type.qualificationlevel":["edd"]},"updated_at":"2026-07-24T05:02:31Z"}