Crossing the alchemic bridge : a qualitative exploration into leaders emergence : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University, Manawatu, New Zealand
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2024
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Massey University
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Background: There is a notable gap in the current research regarding how emerging leaders interpret and respond to challenging situations they encounter. Specifically, there is insufficient exploration of how leaders' actions relate to their personal value systems and overall wellbeing. This area requires further investigation to better understand the emerging mechanisms of leaders. Aim: The current study seeks to understand the lived experiences of leader emergence by focusing on value alignment, self-awareness and wellbeing. Methods: Seven qualitative interviews were analysed using thematic analysis. Analysis: Self-awareness drives the positioning of value alignment and subsequent wellbeing through decisions being in congruence with the decision maker. Overarching themes discussed were: Early leader development; Barriers encumbering leaders’ emergence; the alchemic bridge of self-awareness; Transformational interventions. Discussion and implications: Each of the participants reported that their unique leadership journey had been intimately shaped by their perceptions and experiences. Whilst each had a unique path into leadership, similar themes emerged in relation to the issues they had confronted. The underlying cause of these issues were referred to as stagnating barriers as they risked hindering progress and success. These consisted of fear, the feeling of not belonging, blind spots, lack of self-esteem, value misalignment and a sense of separation from self. While the participants’ circumstances differed, findings indicated a common theme that self-insight and self-awareness were key to overcoming barriers. The alchemic bridge was a metaphor utilised to capture emergence from a sense of being ‘stuck’ or stagnating, without a sense of progress or success. Through self-reflection on the barriers and with self-awareness, crossing the ‘bridge’ could lead to the alignment of personal values and beliefs with intentional purpose and direction. These processes were reported to support leader emergence and well-being. The participants utilised varying transformational interventions such as having social, spiritual or nature connection, mindfulness, coaching, and prioritising self and others. A key thread running through this research is the societal context in which leaders are currently emerging in relation to technology and the internet. Often within leadership emergence studies, the wider context is excluded. Consideration must be given to the rapid shifts that are dramatically altering our organisational contexts. Technology has significantly reshaped leadership dynamics necessitating a shift within the traditional paradigms. The research suggests that self-awareness is important for leadership and wellbeing in this dynamic environment. Leader emergence was found to be complex and further exploration of underexamined or unstudied domains holds the potential to reveal novel insights. This study provides a reminder of the importance of widening leadership studies to explore complex contexts and processes and to examine the naturally occurring moments that take place within leaders’ daily lives.