Temporality and Processuality in Narrative Action Research: Working with Collaborative ‘Reflexive Revisits’ in the Analytical Process

This article contributes methodologically to action research in the field of leadership development. It examines how narrative approaches can foster leadership development and how co-researchers may be actively involved in the process of analysis. The study was conducted in a large public institution with ten mid-level managers as co-researchers. The overall purpose of the project was to strengthen the leadership team and develop a relationally oriented leadership style. The article outlines the theoretical framework, followed by an account of how the term ‘reflexive revisits’ was used in the analytical process. Hereafter is presented an example in which the co-researchers actively participated in the analytical work. The conclusion is that narrative action research with ‘reflexive revisits’ can work as a useful approach to co-create reflexivity, development, and cohesion in a leadership team.