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Theory and Real-Life Application to Leadership

One of the key elements of applying critical thinking into leadership practices is to complete action research. Action research “uses continuing cycles of observation, reflection, and action to reveal effective solutions to issues” (Stringer & Aragón, 2020 p. 4) by posing questions, gathering data, reflecting, and developing plan for action. Action research living theory helps learners apply theories, models, methods, and insights to improve self-awareness and leadership abilities.
In this assignment, you will envision applying action research living theory to a professional context using a question-based template. Then you will write a 1- to 2-page reflection to improve your leadership skills.
You are not writing an APA-formatted essay with separate title and reference pages. Use creativity to develop something that mirrors what you would produce in the workplace. However, you must still demonstrate the application of research. Apply APA format for in-text citations. Include a references list with APA-formatted entries at the end.
Step 1

Identify a professional context suitable for action research analysis. You may use a past or current professional role, or a professional role you envision for your future.
Then, reflect on a challenge or problem you faced or could face in the identified professional role. How has or could the challenge or problem impact your leadership practice? How did or could it impact the organization?
Use the identified professional context and your reflections on the challenge or problem to inform your responses on the Action Research Living Theory chart in the template. Synthesize your past experiences, research, and course learning to consider how to respond to the living theory questions.

Links to an external site., course materials, and other scholarly or professional sources to research action research living theory. You will incorporate information from at least two sources into your reflection.
Use the following questions to guide your thinking:
• How do the models from Module 1 synthesize with the method of action research living theory to enhance self-awareness?
• How is self-awareness related to leadership development and organizational performance?
• How can insights from action research living theory apply to your graduate work?
Synthesize the information from the action research living theory figure and your research to compose the Reflection section of the template.

Step 1: Posing the Question

Question: How can I, as the HR Manager, use improved communication and clearer career pathing to increase employee retention and foster a culture of growth within the software development department?

Step 2: Data Gathering

Methods:

Qualitative Data: Conduct anonymous one-on-one interviews and focus groups with current and recently departed software development employees to understand their perceptions of career development and communication.

Quantitative Data: Analyze existing turnover data, exit interview feedback, and employee engagement survey results to identify patterns and correlations related to career pathing and communication.

Observation: Observe team meetings and project updates to gauge the frequency and clarity of communication from management.

Peer Review: Solicit feedback from other HR professionals and departmental managers on their strategies for retention.

Step 3: Reflection

Initial Findings: Exit interviews frequently cite "lack of growth" and "poor management communication" as reasons for leaving. Employee engagement scores are consistently low in sections related to career progression and supervisor feedback.

Sample Answer

Action Research Living Theory Framework

Context: Human Resources Manager at a mid-sized technology firm.

Challenge: High employee turnover within the software development department. The core problem is a perceived lack of career growth opportunities and inconsistent communication from management, leading to low morale and disengagement. This challenge impacts my leadership by creating a constant state of reactive recruitment and onboarding, leaving little time for strategic talent development. For the organization, it results in significant costs for recruitment and training, loss of institutional knowledge, and decreased team productivity.