ABSTRACT
The case study presented in this chapter draws from Kaz's Doctoral studies which used participatory action research (PAR) to explore the leadership activity of leaders and managers in the children's workforce in a local authority. This critical pedagogical approach unearthed that leaders and managers with high levels of critical consciousness have more agency. It illuminates the role of reflection within this approach in levering that critical consciousness. This case study describes an example of 10 leaders making sense of this policy change throughout a yearlong PAR project. The four sessions involved the leaders sharing and reflecting on their experiences, conceptualising it, and analysing and interpreting it. Activity theory maps make clear what is taking place, who is doing it, and what is controlling it. As a result of participating in the research it was clear that the leaders felt better about themselves and their abilities.
