Features of Highly Adaptable Senior Leadership Teams

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dc.contributor.advisorKowch, Eugene
dc.contributor.authorFossey, Richard
dc.contributor.committeememberEaton, Sarah
dc.contributor.committeememberSengupta, Pratim
dc.contributor.committeememberKawalilak, Colleen
dc.contributor.committeememberVeletsianos, George
dc.date2022-06
dc.date.accessioned2022-03-07T20:29:40Z
dc.date.available2022-03-07T20:29:40Z
dc.date.issued2022-03
dc.description.abstractWhen this research was proposed, approved by the Supervisory Committee, and then vetted in the Candidacy Examination, there was no COVID-19 pandemic. After CFREB ethics clearance, the COVID-19 pandemic emerged. So, a study of executive level senior leadership teams of a provincewide healthcare system was not only important and unique, but it also meant researching a system that was in various states of hope, concern, complexity, and chaos—in real time. As exemplified by the COVID-19 pandemic, in today’s dynamic environments, leaders need to be nimble, comfortable with uncertainty, and ready to change (Kowch, 2013b; Pulakos et al., 2000). Indeed, the call for leaders to enable organizations, and people, for adaptability—the “ability to move quickly toward new opportunities” (Birkinshaw & Gibson, 2004, p. 47), to help manage complex competing tensions, and avoid complacency, has hardly been more pressing. Using complexity leadership theory as a framework (Lichtenstein et al., 2006; Uhl-Bien & Arena, 2018; Uhl-Bien & Marion, 2009; Uhl-Bien et al., 2007), this qualitative descriptive multi-case research examined multiple complex features that shaped the adaptive capacity of executive level senior leadership teams within a provincewide healthcare organization. This research used a pilot and successfully tested the research design. Using in-depth, one-on-one, semi-structured interviews of twelve executive level senior leaders, thorough document review, and the close monitoring of current events and news stories relevant to healthcare issues, this research investigated how the senior leadership teams enabled or constrained their adaptive capacity (Kowch, 2013a). Findings provide evidence that in context, the senior leadership teams took a path constraining their adaptive capacity (Philip & Sengupta, 2020). Some essentials of systems thinking, and dynamic system action were also found missing in this research indicating opportunities for future similar executive level senior leadership team research. Findings reveal: (a) a lack of informal networks, (b) misalignment between the leaders, and (c) little to no experimentation within the senior leadership teams. These findings answer the research questions and reveal how the senior leadership teams enabled or constrained their adaptability.en_US
dc.identifier.citationFossey, R. (2022). Features of highly adaptable senior leadership teams (Doctoral thesis, University of Calgary, Calgary, Canada). Retrieved from https://prism.ucalgary.ca.en_US
dc.identifier.doihttp://dx.doi.org/10.11575/PRISM/39624
dc.identifier.urihttp://hdl.handle.net/1880/114450
dc.language.isoengen_US
dc.publisher.facultyWerklund School of Educationen_US
dc.publisher.institutionUniversity of Calgaryen
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.en_US
dc.subjectcase studyen_US
dc.subjectcomplex adaptive systemsen_US
dc.subjectcomplexity leadership theoryen_US
dc.subjectcomplexity theoryen_US
dc.subjectdyadsen_US
dc.subjectleadershipen_US
dc.subjectleadership developmenten_US
dc.subjectmanagersen_US
dc.subjectnetworken_US
dc.subjectprofessional developmenten_US
dc.subjectscoreen_US
dc.subjectsenior leadership teamsen_US
dc.subjectsystemsen_US
dc.subjectsystems thinkingen_US
dc.subjectteamsen_US
dc.subjectthe Ministryen_US
dc.subject.classificationEducation--Administrationen_US
dc.titleFeatures of Highly Adaptable Senior Leadership Teamsen_US
dc.typedoctoral thesisen_US
thesis.degree.disciplineEducation Graduate Program – Educational Researchen_US
thesis.degree.grantorUniversity of Calgaryen_US
thesis.degree.nameDoctor of Education (EdD)en_US
ucalgary.item.requestcopytrueen_US
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