Student Research: Marion Morgan - Enhancing Leadership Capacity Through Systems Thinking: A Personal Journey of Transformation Through an Appreciative Inquiry Lens.

The School of Leadership Studies would like to extend our heartfelt congratulations to Marion Morgan on the completion of a Master’s Thesis titled, Enhancing Leadership Capacity Through Systems Thinking: A Personal Journey of Transformation Through an Appreciative Inquiry Lens.

This thesis is available through RRU’s library here:  https://www.viurrspace.ca/items/f4cf0965-df0e-41ff-be18-39c79137accc

We asked Marion a few questions about this research, and this is what they said:

1. What are some key takeaways from your thesis that would be helpful for other leaders?

One key takeaway from my thesis is that systems thinking begins with increased awareness of oneself as part of the system, followed by intentional action. Through reflective practice, leaders can better understand their assumptions, patterns, and reactions, and how these shape the systems they are part of. Small shifts - pausing, listening, and noticing patterns - can lead to meaningful changes in relationships and help identify leverage points. Over time, systems thinking becomes an embodied practice. Learning to sit in uncertainty long enough for new possibilities to emerge is also essential for leading effectively in complex environments.

2. How is the organization moving change forward based on your work?

While this research was first-person in nature, it has created opportunities to share systems thinking concepts and reflective practices within my organization. There is growing interest in approaches that support leaders in navigating complexity, uncertainty, and relational dynamics. This work contributes to ongoing conversations about leadership development by emphasizing reflection, awareness, and practical tools that can be integrated into everyday practice. It also highlights the value of pausing in uncertainty, rather than rushing to quick solutions, allowing more innovative, thoughtful, and systems-aware responses to emerge.

3. What surprised you about the thesis process?

What surprised me most was how deeply personal the process became. While I began with an interest in systems thinking and leadership, the inquiry required me to examine my own assumptions, habits, and ways of relating. This was both challenging and transformative. I also came to appreciate the value of integrating different ways of knowing, including reflective journaling and arts-based methods, such as designing and creating the stained glass panel in the image. This process added depth and meaning to the research process. My research reinforced the importance of turning the lens inward as part of developing systems thinking leadership.

4. How are you applying lessons learned from your MA journey?

The lessons from my MA journey have been transformational, enabling me to lead more authentically, intentionally, reflectively, and confidently. I now pay closer attention to my reactions, assumptions, and the broader systems I am part of, especially in complex or high-pressure situations. I am also exploring ways to share these approaches with others, supporting leaders in developing greater systems awareness and reflective capacity in their own leadership.