Browsing by Author "Dugan, Sloane"

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    Cultivating Highly Conscious Leadership
    (2016-05) Ayers, Gillian; Dugan, Sloane
    Approach: embracing a learning mindset & creating opportunities to learn. Action: focusing on student success & sharing insights and concerns. Reflections: accelerating learning through reflection.
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    Roots and Pathways to Secure and Transformational Leadership
    (2013-07-16) Owens, Mary-Ann; Dugan, Sloane
    This hermeneutic phenomenological and narrative research study obtained information about the participants’ early family environment indicating secure or insecure beginnings and tracked developmental pathways toward secure and transformational leadership behaviour. The 12 participants shared their views on diverse leadership topics and their life history in two interviews. The participants aged 50-67 fulfilled the selection criteria of having secure-attachment and transformational leadership styles, based on their completion of the Adult Attachment Scale and the Multifactor Leadership Questionnaire. The findings indicated that the support of others is important to the development of secure leadership behaviour. However, demonstrated belief in these individuals and support for their autonomous behaviour enhanced the development of participants’ ego-strength to carry out leadership requirements. Components of self-determination theory, such as responsiveness, belief in others, and support for autonomous behaviour, were shown to affect individuals’ ability to be transformational leaders. These three types of behaviour, when internalized, are interconnected and reinforce each other resulting in positive spirals of development. The findings of the study include pathways to self-confidence, autonomy, and gaining support from others, as well as developmental pathways to overcome anxious and avoidant-insecure attachment. Becoming secure and therefore positive is critical and a pervasive need for leaders and the organizations they work in. Being constructive and focusing on the positive in others supports the potential in others and enhances productivity. Having a secure-attachment style correlates with individuals’ ability to be self-determining and seek the support of others. Additionally, pathways to four components of transformational leadership: internally-directed, other-focused, externally-open, and purpose-centered behaviour, are included in the findings. Recommendations for the creation of an assessment tool for use in professional settings, as well as important implications for enhancing the security and number of transformational leaders, are key outcomes of this study.