Abstract
Overlooked in the literature through the action research (AR) theory lens, this study examines how leadership and seniority influenced the effectiveness of organisational change across various industries: the sample comprised of 413 projects across 17 industry sectors. Using AR, the projects were evaluated for effectiveness in driving institutional transformation. Success was measured on a five-point Likert scale with results compared across organisational position, gender, industry, and AR type. Findings reveal senior managers and consultants achieved the highest mean success scores (3.4 and 3.7 respectively). No AR model guaranteed success and industries such as manufacturing, property/business services, health/community services recorded success above the sample average. Results highlight the importance of the organisational leader’s role and context in determining AR intervention success. This study emphasises the significance of context and role which appear to matter more than AR model for organisational transformation.