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This organizational leadership thesis explored how becoming a learning organization could support Servus Credit Union's increased focus on sales to enhance the customer experience and adhered to the Royal Roads University Research Ethics Policy. An appreciative stance was applied within an action research methodology to enhance the understanding of what is involved in being a learning organization. Four interviews were conducted with external participants to learn from their experiences with learning organizations. An internal focus group was then conducted with Servus Credit Union District and Regional Managers to further explore what would be required to create an exceptional customer experience and to continuously improve. The following recommendations emerged from the research: involve employees in revitalizing the vision, mission, and values; integrate the vision, mission, and values into the performance management process; formalize a leadership development program; establish a cross-functional innovation team; and engage customers to understand their needs.

Alberta’s Tomorrow Project (ATP) is a longitudinal research study aiming to discover what causes and what may prevent cancer and other chronic diseases. To protect 50-year continuity, ATP needs to adopt succession planning strategies to secure knowledge capital and transitions through multiple generations of leadership. Project stakeholders have established the desire to integrate succession plans through knowledge management and talent management strategies for long-term sustainability. Through the action research model and the utilization of employee surveys and key stakeholder interviews, this inquiry identified risks and possible solutions to the challenges of recruitment, retention, fixed-term contracts, employee development, knowledge transfer, and project vision. Findings revealed opportunities for nurturing a knowledge-sharing culture and promoting additional development practices, while keeping an eye on the project vision. Recommendations advised the development and integration of a robust succession management system to safeguard 50-year continuity and vision.

The inquiry presented here explored the following key research question: How might The Next Institute identify essential components of a decisions-making framework (DMF) that will be used to support our leadership team in making effective business decisions that enhance business outcomes? The organizational sponsor of this research was The Next Institute. This research inquiry was grounded in action research methodology and supported The Next Institute’s core values of inquiry, story and client led design. Ten senior and experienced organizational leaders were recruited to participate in semi-structured interviews based on the narrative inquiry research method. Six people representing an existing and intact leadership team participated in the group-based method or workshop. Key findings of this research inquiry include identification of five core aspects of decision-making: 1) Bias and barriers are faced in all decisions; 2) Brainstorming is essential; 3) Decisions require alignment to strategy and vision; 4) Systems Thinking supports risk assessment; and 5) Accountability strengthens commitment to action and results. This thesis adheres to Royal Roads University’s Research Ethics Policy. Keywords: Decision-Making, Leadership, Leadership Teams, Decision-Making Framework, Systems Thinking, Complexity

In partnership with Cornerstone Family Violence Prevention Centre (Cornerstone), the question explored in this thesis was, “How might the development of dynamic feedback mechanisms cultivate learning, collaboration, and inclusivity in the work culture of Cornerstone?”. A cycle of action research was completed, using methods of inquiry that aligned with a specific action research model, and an appreciative inquiry approach stimulated dialogue and critical thinking through a collaborative process. Methods of research used in the project were conducted virtually and adhered to Royal Roads University’s Ethics Policy. Fourteen Cornerstone staff engaged in the two-phased inquiry through small group sessions and individual interviews. Discussions led to reflective and insightful understanding as participants addressed the complexities of how best to give and receive feedback throughout the levels of organization and co-create lasting change in their culture. I used inductive and deductive analyses and applied values coding to the data. Five themes emerged from the data which reflected two key areas about giving and receiving feedback – impacts on the processes in learning organizations and the interconnected behaviours that influence the functioning of feedback mechanisms. The conclusions and subsequent recommendations offered actions that Cornerstone could undertake to strengthen connectivity between staff through dynamic feedback mechanisms.

This thesis presents research undertaken in order to construct a theory of organizational leadership roles as a source of self-esteem within the context of terror management theory (TMT). It begins with a review of TMT literature, complementary theories, and literature discussing the correlations between suicide and job loss, and ill health and job loss. This is followed by a description of philosophical underpinnings and methodology. Intensive interviewing and grounded theory methodology was employed. Leaders from healthcare, energy and not-for-profit organizations were asked to discuss the leadership expectations of their organization and how they experienced their roles. Theory construction proceeded on a tripartite basis, in that it was constructed from collected data, and informed by TMT literature and the researcher's philosophical underpinnings. Recommendations for the incorporation of attention to self-esteem into leader performance management, leadership development, and one's personal leadership practice, as well as recommendations for future research, are provided.

At BC Children's Hospital, physician leaders face complex environments replete with ambiguity. In anticipation of the new Acute Care Centre (ACC), a "procedures suite" clinical model will bring Surgery, Anaesthesiology, and Interventional Radiology programs under a shared leadership structure. The practice of leadership in this environment is juxtaposed with the distinctive skills required of these highly specialized physicians. This research explored how leadership capacity could be enhanced for this group. Sub-questions explored participants' attitudes, perceptions, and beliefs regarding the practice of leadership, and factors that were seen as contributing to successful leadership. The findings provide recommendations for enhancing physicians' leadership capacity. A mixed-method, action research methodology, consisting of participant observations, interviews, and an online survey were used. Five recommendations resulted: improve relationships among operational leaders and physician leaders, define physician leadership, expand current leadership development programs, develop quantifiable outcome measures, and build physician leadership awareness through UBC's Faculty of Medicine.

In partnership with Cornerstone Family Violence Prevention Centre (Cornerstone), the question explored in this thesis was, “How might the development of dynamic feedback mechanisms cultivate learning, collaboration, and inclusivity in the work culture of Cornerstone?”. A cycle of action research was completed, using methods of inquiry that aligned with a specific action research model, and an appreciative inquiry approach stimulated dialogue and critical thinking through a collaborative process. Methods of research used in the project were conducted virtually and adhered to Royal Roads University’s Ethics Policy. Fourteen Cornerstone staff engaged in the two-phased inquiry through small group sessions and individual interviews. Discussions led to reflective and insightful understanding as participants addressed the complexities of how best to give and receive feedback throughout the levels of organization and co-create lasting change in their culture. I used inductive and deductive analyses and applied values coding to the data. Five themes emerged from the data which reflected two key areas about giving and receiving feedback – impacts on the processes in learning organizations and the interconnected behaviours that influence the functioning of feedback mechanisms. The conclusions and subsequent recommendations offered actions that Cornerstone could undertake to strengthen connectivity between staff through dynamic feedback mechanisms.

The focus of this thesis was to utilize the organizational action research process to formulate recommendations on how to develop a leadership system for managers within Mount Royal University (MRU). The following organizational action research question and sub questions guided the research: How can Mount Royal University support leadership development for individuals who are new to management roles? The sub questions were: What are the key leadership competencies? If new management roles have incorporated leadership into their practice, what would we expect to see? How will new management integrate leadership into their roles? The research data collected were from a series of focus groups with managers and senior managers. The four themes that encapsulated what is required for effective leadership development of MRU managers were, organizational understanding of leadership, leadership development, leadership community, and leadership culture. Research findings and relevant literature concluded that MRU needed a model to guide the desired leadership behaviors. Leadership behaviors require a supportive system with a flexible yet rigid leadership framework. In addition, vision, values and community would act to prepare managers for the change that leadership development required. The project recommendations reflected the need for MRU managers to explore, recreate, and define leadership. Specific leadership characteristics were identified within a competency framework. Recommendations linking leadership to MRU's Human Resources systems were made. Lastly, communities of practice and leadership resources were suggested as leadership support mechanisms for managers.

At BC Children's Hospital, physician leaders face complex environments replete with ambiguity. In anticipation of the new Acute Care Centre (ACC), a "procedures suite" clinical model will bring Surgery, Anaesthesiology, and Interventional Radiology programs under a shared leadership structure. The practice of leadership in this environment is juxtaposed with the distinctive skills required of these highly specialized physicians. This research explored how leadership capacity could be enhanced for this group. Sub-questions explored participants' attitudes, perceptions, and beliefs regarding the practice of leadership, and factors that were seen as contributing to successful leadership. The findings provide recommendations for enhancing physicians' leadership capacity. A mixed-method, action research methodology, consisting of participant observations, interviews, and an online survey were used. Five recommendations resulted: improve relationships among operational leaders and physician leaders, define physician leadership, expand current leadership development programs, develop quantifiable outcome measures, and build physician leadership awareness through UBC's Faculty of Medicine.

This thesis presents research undertaken in order to construct a theory of organizational leadership roles as a source of self-esteem within the context of terror management theory (TMT). It begins with a review of TMT literature, complementary theories, and literature discussing the correlations between suicide and job loss, and ill health and job loss. This is followed by a description of philosophical underpinnings and methodology. Intensive interviewing and grounded theory methodology was employed. Leaders from healthcare, energy and not-for-profit organizations were asked to discuss the leadership expectations of their organization and how they experienced their roles. Theory construction proceeded on a tripartite basis, in that it was constructed from collected data, and informed by TMT literature and the researcher's philosophical underpinnings. Recommendations for the incorporation of attention to self-esteem into leader performance management, leadership development, and one's personal leadership practice, as well as recommendations for future research, are provided.