Roots and Pathways to Secure and Transformational Leadership

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atmire.migration.oldid1127
dc.contributor.advisorDugan, Sloane
dc.contributor.authorOwens, Mary-Ann
dc.date.accessioned2013-07-16T18:51:19Z
dc.date.available2015-07-17T07:00:26Z
dc.date.issued2013-07-16
dc.date.submitted2013en
dc.description.abstractThis 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.en_US
dc.description.embargoterms2 yearsen_US
dc.identifier.citationOwens, M. (2013). Roots and Pathways to Secure and Transformational Leadership (Doctoral thesis, University of Calgary, Calgary, Canada). Retrieved from https://prism.ucalgary.ca. doi:10.11575/PRISM/27694en_US
dc.identifier.doihttp://dx.doi.org/10.11575/PRISM/27694
dc.identifier.urihttp://hdl.handle.net/11023/836
dc.language.isoeng
dc.publisher.facultyGraduate Studies
dc.publisher.institutionUniversity of Calgaryen
dc.publisher.placeCalgaryen
dc.rightsUniversity of Calgary graduate students retain copyright ownership and moral rights for their thesis. You may use this material in any way that is permitted by the Copyright Act or through licensing that has been assigned to the document. For uses that are not allowable under copyright legislation or licensing, you are required to seek permission.
dc.subjectBusiness Administration--Management
dc.subject.classificationAttachment Theoryen_US
dc.subject.classificationSelf Determination Theoryen_US
dc.subject.classificationLeadership Developmenten_US
dc.subject.classificationTransformational Leadershipen_US
dc.subject.classificationPositive Leadershipen_US
dc.subject.classificationEgo-resilienceen_US
dc.subject.classificationPostive Self-schemaen_US
dc.titleRoots and Pathways to Secure and Transformational Leadership
dc.typedoctoral thesis
thesis.degree.disciplineInterdisciplinary Graduate Program
thesis.degree.grantorUniversity of Calgary
thesis.degree.nameDoctor of Philosophy (PhD)
ucalgary.item.requestcopytrue
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